1 - Cover Sheet 2 - American Council for Construction€¦ · Best Practices Event. Event Information - IAB Best Practices Agenda - List of Attendees ... STRUCTURAL STEEL ERECTION

Hilton Baton Rouge | Capital Center | 201 Lafayette Street | Baton Rouge, LA | Wednesday, February 20, 2013

2013Industry Advisory Board

Best Practices Event

Event Information - IAB Best Practices Agenda - List of Attendees - 2013 IAB Sponsors - Event Planning Group: IAB Task Force - 2013 IAB Evaluation Form

About ACCE - Intro, Mission & Membership Benefi ts - ACCE Board of Trustees - Accredited Programs - Accreditation Candidates

Morning Session- ACCE Brief History and Overview

- IAB Role from the ACCE Perspective - Developing a High Performance Industry Advisory Board - Round Table Session I - Founder’s Award and Scholarships - Lunch Keynote Address: Leading in a VUCA World

Afternoon Session- IAB Best Practices from a Veteran

IAB Members Perspective - Round Table Session II - Review, Close , Adjourn

Visting Teams -Training Requirements -Training Session Excerpts

2013 Industry Advisory

Board

Best Practices Event

Baton Rouge, Louisiana

www.acce-hq.org

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2013 ACCE Industry Advisory Board “Best Practices” Agenda

February 20, 2013

7:00 am – 7:30 am Registration

7:30 am – 8:00 am Breakfast

7:45 am – 8:00 am Call to Order, Greeting and Self Introductions: Charlie Roesset / Brent Vaughan / Larry Favalora / Dan Dupree 8:00 am – 8:15 am ACCE Brief History, Overview and the Future of Accreditation: Mike Holland, ACCE Executive Vice President

8:15 am – 8:45 am IAB Role from the ACCE Perspective Hollis Bray, D.E., University of Louisiana at Monroe The Accreditation Process The Team Visit Post Visit Activities Assessment Visitor Training

8:45 am – 9:30 am Developing a High-Performance Industry Advisory Board Matt Stevens, University of Melbourne, Australia Understanding the Realities of the Academic Process Critical Issues and Necessary Steps Involved in Establishing/Growing a High-Performance IAB

Using Industry Assets to Support and Improve Construction Management Programs How to Benchmark Progress

9:30 am – 9:45 am Break

9:45 am – 10:00 am Roundtable Explanations Dr. Charles McIntyre, North Dakota State University Set-Up / Objectives / Rules / Topics

10:00 am – 11:00 am Round Table – Session 1: Developing a High Performance Industry Advisory Board Each Table will have an Assigned Facilitator

11:00 am – 11:45 am

11:45 am – 12:00 am

Synthesis, Discussion and Take Home Lessons: Team Scribes/Spokesperson

ACCE Founder’s Award and DuPree Scholarships

12:00 pm – 1:00 pm Lunch Keynote Address: Mark F. "Rusty" Sherwood, FMI Senior Consultant - Denver

1:15 pm – 2:00 pm IAB Best Practices from a Veteran IAB Member’s Perspective Moderator: Dr. James Smith, Texas A&M University Panelists: Brent Vaughn/ LSU · Bob Flowers/TAMU · Doug Hunter/Clemson · Drew Yantis/Auburn · Paris Otremba/Purdue

IAB Structure // Choosing Members Wisely Funding Issues and Solutions Creating & Maintaining a Strong Communications Platform Strategic Planning: How to Set Goals and Benchmark Progress

Key Steps to Take when Creating an IAB

2:00 pm – 2:15 pm Break / Refreshments

2:15 pm – 3:00 pm

3:00 pm – 3:45 pm

Round Table – Session 2: Synthesis, Discussion and Take Home Lessons: Team Scribes/Spokesperson

Open Forum

3:45 pm – 4:00 pm Review, Close, Adjourn: Mike Holland / James Hogan, ACCE Development Committee Chair

5:30 pm – 6:00 pm

6:00 pm – 9:30 pm

Networking Reception – Welcome to ACCE!

Industry Advisory Board Dinner & Networking at White Oaks Plantation www.jfolse.com/whiteoak/index.htm

Special Thanks to our Sponsors

2013 INDUSTRY ADVISORY BOARDBEST PRACTICES EVENT

Platinum-Level: AIC (American Institute of Constructors)

Cajun Construction J.B. Mouton & Sons Gold-Level: Holder Construction Performance Contractors Simpson Strong-Tie University of Texas at San Antonio

Silver-Level: Auburn University Cangelosi Ward Clark Construction Group, LLC Favalora Constructors QuietRock Drywall SketchUp ThornCo, L.L.C.

Bronze-Level: NCCER (National Council for Construction Education and Research) PCL Constructors SMPS (Society of Marketing Professional Services) Individual-Level: Tom Rogers, P.E., Ph.D.

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Special Thanks to our SponsorsPlatinum Level:

Silver Level:

Bronze Level:

2013 INDUSTRY ADVISORY BOARDBEST PRACTICES EVENT

Gold Level:

CONSTRUCTION INDUSTRY RRADVISORY CRR OUNCIL

EventPlanningGroup:IABTaskForce

JamesHoganAIC,CPC,LEEDGAJames is a Project Manager with over 25 years of commercial and industrial experience. James has considerable Owner Representative experience and has supervised over a $1-billion in construction with an impeccable safety record. James was Vice President of Operations and Estimating for a minority-owned general contractor in Detroit prior to starting his own company, which he operated for five years. James is also a second year PhD candidate in the College of Architecture at Texas A & M University. James’ research interests are: construction education research, innovation in sustainability, and design-build lean practices. James Chairs the American Council for Construction Education

(ACCE) Development Committee, is an ACCE Executive Committee member, and Co-Vice Chair of the AICCCC Exam Committee. He is a Certified General Contractor in the State of Florida and Certified Professional Constructor with the American Institute of Construction. He has taught over 50 classes at the University level and has been married for 18 years with four beautiful children.

SusanLabas,CPSM Susan Labas is a Senior Associate and Director of Marketing for van Zelm Engineers. Her background includes construction management and industry environmental regulations as well as business development. She holds a Bachelor of Arts degree from Vassar College and a Master of Science Degree from Rensselaer Polytechnic Institute. Susan is president of the Industry Advisory Board for Central Connecticut State University's Construction Management Department. She is an officer on the Hartford Advisory Board for the ACE Mentor Program, as well as Program Chair and Past President of the

Connecticut Chapter of Professional Women in Construction. She is a past president of the Hartford Chapter of NAWIC and served for seven years on the board of the Connecticut Building Congress. Susan is an active member of the ACCE Development Committee, Co-Chair of the IAB Task Force and has served on two Visiting Teams.

CharlesMcIntyre,Ph.D.Charles McIntyre is a Faculty Member and Graduate Program Coordinator in the Department of Construction Management and Engineering at North Dakota State University. He teaches courses in construction management at both the undergraduate and graduate levels. He has received a number of awards for teaching excellence and service accomplishments. Dr. McIntyre earned a Ph.D. in Civil Engineering from Penn State. His current research focus concentrates on construction and engineering education. Charlie has received a number of research grants for educational research from several organizations, including the National Science Foundation and the National

Housing Endowment. He is involved in a number of ACCE committees and programs and is a member of the Board of Directors of the American Society for Engineering Education (ASEE).

CharlesRoessetCharles Roesset has been in the building material industry since 1984. Since joining Simpson Strong-Tie in January 1990, he has covered a sales territory encompassing south Texas, Louisiana, Mississippi, the Caribbean, and South and Central America. He held the position of Education and Training Manager for the McKinney, Texas, office for six years, where he built, managed, and operated both the McKinney and Jacksonville, Fla., training centers. These training centers became accredited to offer continuing education and professional development hours to a variety of trade groups, including inspectors, architects, and contractors. In October 2001, Charlie accepted the role of

Company Wide Training Manager, where his responsibilities include managing all aspects of employee training, and supporting branches with their customer training initiatives. He has been part of developing a certified training program in cooperation with the NAHBRC, and helps Simpson lead the industry in promoting construction industry education.

TomRogersPE,Ph.D.Tom Rogers is a Professor of Construction Management at Northern Arizona University in Flagstaff, Ariz. He served as chair of the Construction Management Department for ten years. He currently teaches in and leads fully online professional graduate degree programs in project management and construction management. His Doctorate was earned at the University of Maryland’s Clark School of Engineering in the area of Communication Systems Modeling and Information Measurement. Prior to entering academics, he was a Vice President for an ENR top 50 AEC firm. He has managed design and construction projects on three continents in a wide variety of types and delivery methods. In 2004 he acted as a Mentor for the United Nations Institute for Training and

Research (UNITAR) in the Hiroshima Fellowship for Afghanistan program. In 2011 he was named Society of American Value Engineers International (SAVE) Communicator of the Year.

RonWorthRon Worth is the Chief Executive Officer of the Society for Marketing Professional Services (SMPS), a network of 6,000 marketing and business development professionals from architectural, engineering, planning, interior design, construction, and specialty construction firms located throughout the United States and Canada. He also served as the Executive Director of the Professional Services Management Association, representing CEOs and CFOs of leading architectural and engineering companies, and the Washington Building Congress. His career has exposed him to a range of projects including large commercial, institutional, industrial, retail, senior housing, and multi-family housing. His last major project in Washington, DC, was the

Dulles International Airport expansion. Ron has a Bachelor of Science in Architectural Engineering from Kansas University and a Master of Business Administration from Bradley University. He serves on the ACCE Board of Directors and is a member of several committees.

LaurenceFavalora,CPCLaurence Favalora is President of Favalora Constructors, Inc. located in Kenner, Louisiana since 1984. Laurence has worked in the construction industry in Southeast Louisiana since graduating in 1973 from Northeast Louisiana University with Bachelor of Science in Building Construction. He has been a member of American Institute of Constructors since 1973 and obtained the level of Certified Professional Constructor in 1999. Laurence was appointed to the Industry Advisory Council in 1999 at University of Louisiana Monroe (formally Northeast Louisiana University). He became the Chairman of that Council in 2002 and still holds that position today. Laurence joined the American

Council for Construction Education after attending the first Best Practice Event in 2010 and has served on the Accreditation Visiting Team.

DanielE.DupreeDaniel E. Dupree served as the Executive Vice President of American Council of Construction Education from 1989 - 2004, where he had previously served in the positions of President and Secretary. During his many years of service to ACCE, Dan Chaired visiting accreditation teams to the University of Florida, Purdue University, Kansas State University, Texas A & M University, Auburn University, Georgia Tech University, the University of Louisiana-Monroe and California State University-Sacramento. Prior to ACCE, Dan held the position of Assistant Professor of Mathematics at Auburn University. He next accepted a post as Chairman of the

Department of Mathematics at Northeast Louisiana University where he went on to become Dean of the College of Pure and Applied Sciences, and to initiate a program in Building Construction in 1966. Dan is a recipient of the American Institute of Constructors W.A. Klinger Construction Education Award, and the Lifetime Achievement Award from the American Council of Construction Education. Dan earned a Bachelor of Science degree from Louisiana Polytechnic Institute; and Master of Science and Ph.D. degrees from Auburn University. He currently resides in Baton Rouge Louisiana.

BrentVaughnBrent Vaughn has been the Executive Director for CIAC (The Construction Industry Advisory Council) at Louisiana State University since 2008. He manages day to day operations working with Construction Industry leaders, LSU CM Faculty, and LSU CM Students. His background is Human Resources / Personnel in the Construction Industry for 12 years and managing Non-Profit organization for additional 10 years.

Note: All 2013 IAB Attendees will receive an online evaluation survey sometime in the two weeks immediately following this program. A hard copy of the evaluation questions is included here for your convenience.

Industry Advisory Board Best Practices Event – February 2013

1. Which of the following most closely describes your field of employment? a) Academic Administrator b) Association c) Faculty d) Industry/Construction Professional e) Manufacturer or Supplier f) Retired, Academic g) Retired, Industry h) Retired, Other i) Other_________________________________________________________

2. Are you currently a member of a local IAB?

a) Yes! I am a current Member b) No, I used to be c) No, but I am considering it d) No, I am faculty e) No

3. How did you learn about this event?

a) Directly from an ACCE email b) ACCE website c) Word of mouth from a Colleague d) Forwarded email from a Colleague e) Word of mouth from my IAB Chair f) Forwarded email from the Program Chair of my IAB g) Other ________________________________________________________

4. Why did you decide to attend this event? _______________________________________________________________________________ _______________________________________________________________________________ _______________________________________________________________________________ 5. Was this event of value to you?

a) Yes b) No

6. Based on your participation in this event, what is the single most important “take home” lesson from your personal perspective? _______________________________________________________________________________

_______________________________________________________________________________ _______________________________________________________________________________

7. What did you like “Best” about this event? _______________________________________________________________________________

_______________________________________________________________________________ _______________________________________________________________________________ 8. What did you like “Least” about this event? _______________________________________________________________________________

_______________________________________________________________________________ _______________________________________________________________________________ 9. What suggestions do you have for improving this event? _______________________________________________________________________________

_______________________________________________________________________________ _______________________________________________________________________________ 10. Would you consider attending another ACCE IAB event next year?

a. Yes b. No

11. Which ACCE IAB Events have you attended? 2010 Albuquerque 2011 Ft. Lauderdale 2012 Phoenix 2013 Baton Rouge 12. What suggestions do you have regarding the posting of ACCE meeting information and IAB event information on the ACCE website? _______________________________________________________________________________

_______________________________________________________________________________ _______________________________________________________________________________ 13. Do you think the IAB event should be held independently of the ACCE meeting (on a different date and at a different location)?*

a. Yes b. No

14. If you are not currently a member of ACCE, what would ACCE have to do to get you (or your organization) excited about joining ACCE and becoming an active member?* _______________________________________________________________________________

_______________________________________________________________________________ _______________________________________________________________________________

THANK YOU FOR ATTENDING AND FOR SHARING YOUR COMMENTS!

IntroductiontoACCE

The American Council for Construction Education (ACCE) is a 501(c) (3) private nonprofit corporation. The mission of ACCE is to be a leading global advocate of quality construction education and to promote, support, and accredit quality construction education programs. The primary goal is promotion and continued improvement of postsecondary construction education; specifically, ACCE accredits construction education programs in colleges and universities that request its evaluation and meet its standards and criteria.

ACCE is recognized by the Council for Higher Education Accreditation (CHEA) as the accrediting agency for both four-year baccalaureate degree programs and two-year associate degree programs in construction, construction science, construction management, and construction technology.

Organized in 1974 by the American Institute of Constructors, the constructor’s professional organization, and the Associated Schools of Construction, ACCE enjoys the support of the principle building and contracting national associations and academic institutions seeking to satisfy the needs for well-educated and trained entrants into the construction profession.

By working together under the aegis of ACCE, persons representative of the total construction community—the public at large, construction educators and constructors—establish and maintain standards and criteria for accreditation, provide guidance to those seeking to achieve accredited status, and carry out the accreditation and reaccreditation processes. In doing so, ACCE serves the interests of potential students by helping them identify institutions and programs that offer quality education in the field, and serves the interests of the industry by enabling employers to identify persons who, by reason of their education and training, have the potential for making lasting contributions to the industry and their profession. ACCE also serves the interests of owners/users of constructed facilities and the public at large by raising the professional caliber of constructors and thus the quality of the construction for which they assume responsibility.

ACCE has developed reciprocal agreements with the Chartered Institute of Building (CIOB) of the United Kingdom, the National Board for Construction Management Accreditation (NBCMA) of the People’s Republic of China, and the Canadian Technological Accreditation Board (CTAB). The agreements recognize university degree programs accredited by CIOB, NBCMA, and CTAB as equivalent to baccalaureate or associate degree programs accredited by ACCE. These agreements are the culmination of a long period of evaluation by all parties, embracing academic standards’ comparability, exchange of procedural information, and reciprocal observation of accreditation visits.

ACCE’sMission

The mission of ACCE is to be a leading global advocate of quality construction education and to promote, support, and accredit quality construction education programs.

ACCE’sPurpose

The purposes for which the corporation is formed are:

To promote and improve construction education and research at the postsecondary level;

To engage in accrediting construction education programs offered by colleges and universities;

To maintain procedures consistent with policies and procedures established by other accreditation agencies to which the corporation may belong;

To publish current information concerning criteria and procedures adopted by the corporation for accrediting;

To report the results of its activities;

To list the colleges and universities which have or are seeking accredited programs of study in construction;

To review at regular intervals the criteria which the corporation has adopted to evaluate programs in construction education; and

To do any and all things necessary to carry out the purposes and conduct the business of the corporation as authorized by law.

WhyChooseACCEAccreditation?

An ACCE-accredited construction education program provides assurance to students and prospective employers that the program has met stringent standards of content and quality. Program graduates are able to perform a broad range of professional responsibilities. Because programs are required to perform periodic self evaluations, industry and students are assured that the program is current with emerging technologies and requirements of the construction field.

Once accredited, the institution and construction education program can further benefit by sending representatives to ACCE events, where they can learn what other programs are doing and using. Through the networking possibilities, they can keep current with emerging technologies and instructional techniques.

WhyJoinACCEasanIndustry/AssociationMember?

You can influence the development of the industry’s future managers and leaders.

You can participate in the evolution and improvement of accreditation standards and

criteria.

You can help monitor programs that prepare graduates who will ultimately determine the

“bottom line” success of the industry.

You can partner with local construction education programs in service and research

activities.

You can be a member of accreditation visiting teams.

You can serve on program advisory committees.

You can help guide accreditation requirements to ensure program graduates are well-

prepared to meet the professional challenges facing the industry.

You can partner with a program to sponsor field trips, summer internships, and cooperative

education activities.

You can serve on the ACCE Board of Trustees.

To apply, complete the application found at http://acce-hq.org/newmemberapplication. Organization (Industry) dues are $1500 per year and Association dues are $4400 per year. Individual memberships are also available for $150 per year. All dues and contributions are tax deductible.

Non‐DegreeProgramRecognition

In response to the concept of quality education in construction, the American Council for Construction Education has created a recognition program for non-degree, career-related education programs. This is an effort to recognize the providers and programs that have a quality process and content aimed at providing education other than skills training. This is NOT accreditation, as it is not aimed at degree granting programs.

Non‐DegreeRecognizedProvidersandPrograms

The following providers and their specific programs listed have met the standards established by ACCE and are currently recognized for their contributions to the construction industry.

NationalAssociationofHomeBuilders Certified Aging-in-Place Specialist Program Certified Green Professional Program

NAWICEducationFoundation Certified Construction Associate Program

NationalCenterforConstructionEducation&Research The Project Management Academy Program The Project Supervision Academy Program

TheSafetyCouncilofLouisianaCapitalArea Certified Occupational Safety Specialist Program

HaveaConstructionManagementProgramWorthyofACCERecognition?

If your organization has an ongoing, continuing education program aimed at managers in the construction field, consider applying for ACCE Non-Degree Program Recognition.

For more information, visit http://acce-hq.org/nondegreerecognition.htm

Dr. Norma Jean Andersen Mr. Marty Garza American Institute of Constructors (AIC) Associated General Contractors KWA Construction Education and Research 631 20 1/2 Ave. East Foundation (AGCE&RF) West Fargo, ND 58078 Sundt Construction, Area Manager [email protected] 911 Central Parkway North STE 375 San Antonio, TX 78232 [email protected]

OFFICERS

BOARD OF TRUSTEES — 2012-13 The governing body of ACCE is its Board of Trustees. Elected annually, the Board is composed of a representative of each association member, educators, persons representing the public-at-large, persons representing the industry-at-large, and the Executive Vice President, ex-officio.

PRESIDENT: VICE PRESIDENT: Professor James Goddard Mr. John Gaver Kansas State University Wehr Constructors Inc. 240 Seaton Hall 4425 N. Lois Ave. Manhattan, KS 66506 Tampa, FL 33614 785-532-3569 813-872-0408 [email protected] [email protected]

ASSOCIATION TRUSTEES

SECRETARY: TREASURER: EXECUTIVE VICE PRESIDENT: Dr. Allan J. Hauck Mr. Robert Meyer Mr. Michael M. Holland Department Head & Professor Turner Construction Company, Retired Executive Vice President & CEO California Polytechnic State University 209 Fishing Trail ACCE 1 Grand Avenue 21-245 Stamford, CT 06903 1717 North Loop 1604 East, STE 320 San Luis Obispo, CA 93407 347-834-3751 San Antonio, TX 78232 805-756-5118 [email protected] 210-495-6161 [email protected] [email protected] Ex-Officio

Professor Jay Christofferson Mr. Steve Lords Ms Sharon McGuinness Associated Schools of Construction Financial Management NAWIC Education Foundation(NEF) Construction (ASC), President Association (CFMA) Great American Insurance Co. Brigham Young University Arizona Pipeline Contract Surety Manager 230 Snell Building 17372 Lilac St. 15150 N. Hayden Rd. STE 103 Provo, UT 84602 Hesperia, CA Scottsdale, AZ 85260 [email protected] [email protected] [email protected] Ms Natalie Smith Ms Wanessa Tortolero National Center for Construction National Electrical Contractors Education & Research (NCCER) Association (NECA) Assessment Program Manager NECA Mgmt. Education Institute 13614 Progress Blvd 3 Bethesda Metro Center, Suite 1100 Alachua, FL 32615 Bethesda, MD 20814 [email protected] [email protected]

Mr. Geoff Sale Canadian Technology Accreditation Board Canadian Council of Technicians and Technologist 295-1101 Prince of Wales Ottawa, Ontario K2C 3W7 613-238-8123 [email protected]

Mr. Lu Jianzhong National Board for Construction Accreditation First Highway Engineering Bureau China Road and Bridge Corporation [email protected]

ACCREDITING AGENCY

TRUSTEES

PUBLIC INTEREST TRUSTEES

Mr. Carl Roegner Consultant (Retired) American Electric Power 9725 Northpark Drive Bonham, TX 75418 [email protected]

American Council for Construction Education

Dr. Richard Boser Dr. Hank Bray Department of Technology School of Construction Illinois State University University of Louisiana at Monroe 210 Turner Hall 700 University Avenue Normal, IL 61790 Monroe, LA 71209 Term Expires: July 2013 Term Expires: July 2013 [email protected] [email protected]

Dr. Tom Burns Dr. Abdol Chini Dr. Michael Emmer Civil Engineering Technology M.E. Rinker School of Building Construction Management Program Cincinnati State Technical and University of Florida Roger Williams University Community College P.O. Box 115703, 304 Rinker Hall One Old Ferry Road 3520 Central Parkway Gainesville, FL 32611 Bristol, CT 02809 Cincinnati, OH 45223 Term Expires: July 2014 Term Expires: July 2013 Term Expires: July 2015 [email protected] [email protected] [email protected] Dr. Allan Hauck Professor Murray Jones Dr. Dianne Kay Slattery Department of Construction Building Science Technology Department of Construction Management Management Jefferson State Community College Missouri State University California Polytechnic State University 2601 Carson Road 901 S. National 1 Grand Avenue Birmingham, AL 35215-3098 Springfield, MO 65807 San Luis Obispo, CA 93407 Term Expires: July 2013 Term Expires July 2015 Term Expires: July 2016 [email protected] [email protected] [email protected] Dr. Tulio Sulbaran Dr. Benjamin Uwakweh Department of Construction Management School of Technology University of Southern Mississippi North Carolina A&T State University 118 College Drive #5138 2004 Smith Hall Hattiesburg, MS 39406 Greensboro, NC 27411 Term Expires July 2016 Term Expires: July 2014 [email protected] [email protected]

EDUCATOR TRUSTEES

EDUCATOR-AT-LARGE TRUSTEES

Professor James Goddard Professor N. Fred Hart Professor& Program Coordinator Construction & Technology Programs Kansas State University Santa Fe College 240 Seaton Hall Building H-106, 3000 NW 83rd Street Manhattan, KS 66506 Gainesville, FL 32606 [email protected] [email protected]

Dr. Roger Liska Professor Chuck Matrosic Professor Robert Segner Department Chair Professor (Retired) Professor Clemson University Ferris State University Texas A&M University 124 Lee Hall 48855 Bootjack Rd. 3137 TAMU Clemson, SC 29634-0507 Lake Linden, MI 49945 College Station, TX 77843 [email protected] [email protected] [email protected]

INDUSTRY-AT-LARGE TRUSTEES

Mr. Mark Benjamin Mr. John Gaver President & CEO Executive Vice President Morley Builders, Inc. Wehr Constructors, Inc. 3330 Ocean Park Blvd 4425 N. Lois Ave. Santa Monica, CA 90405 Tampa, FL 33644 [email protected] [email protected]

Mr. George Harris Mr. Donald McCollister Mr. Robert T. Meyer Executive Director, Corporate Social President Consultant Responsibility Turner Industries Group Turner Construction Company (Retired) G.E. Johnson Construction Company 8687 United Plaza Blvd, STE 500 2209 Fishing Trail 25 N. Cascade Ave. STE 400 Baton Rouge, LA 70809 Stamford, CT 06903 Colorado Springs, CO 80903 [email protected] [email protected] [email protected]

BACCALAUREATE DEGREE Alfred State College Construction Management Technology Civil Engineering Technology Department Alfred, NY 14802 Professor Jeffrey Marshall, Coordinator [email protected]

Arizona State University Del E. Webb School of Construction Ira A. Fulton School of Engineering Tempe, AZ 85287-0204 Dr. Allan Chasey, Chairman [email protected]

Auburn University McWhorter School of Building Science College of Arch., Design, & Construction Auburn, AL 36849-5315 Dr. Richard Burt, School Head [email protected]

Ball State University Construction Management Program Muncie, IN 47306 Professor James Jones, CM Coordinator [email protected]

Boise State University Construction Management Program Department of Construction Management Boise, ID 83725 Dr. Tony Songer, Chair [email protected]

Bowling Green State University Construction Management & Technology Department of Technology Systems Bowling Green, OH 43403-0301 Professor Travis Chapin, Coordinator [email protected]

Bradley University Dept. of Civil Engineering & Construction College of Engineering & Technology Peoria, IL 61625 Professor Souhail Elhouar, Coordinator [email protected]

Brigham Young University Construction Management School of Technology Provo, UT 84602 Dr. Kevin Miller, Program Chair [email protected]

California Polytechnic State Univ. Department of Construction Management San Luis Obispo, CA 93407 Dr. Allan J. Hauck, Department Head [email protected]

California State University, Chico Department of Construction Management College of Eng., Comp. Sci., Const Mgmt. Chico, CA 95929-0305 Professor Rovane Younger, Coordinator [email protected]

California State University, Fresno Construction Management Program College of Engineering & Computer Science Fresno, CA 93740-0094 Dr. Manoocher Zoghi, Coordinator [email protected]

California State University, Long Beach Construction Management Program Long Beach, CA 90840 Dr. Richard Nguyen, Chair [email protected]

California State University, Northridge Dept, of Civil Engineering & Construction Northridge, CA 91330 Dr. Mohamed Hegab, Coordinator [email protected]

California State University, Sacramento Construction Management Program Department of Civil Engineering Sacramento, CA 95819-6029 Professor Mikael Anderson, Coordinator [email protected]

Central Connecticut State University Construction Management Manufacturing & Construction Management Department New Britain, CT 06050 Dr. Jacob Kovel, Chair [email protected]

Central Washington University Construction Management Program Industrial & Engineering Technology Dept. Ellensburg, WA 98926-7584 Professor David Carns, Coordinator [email protected] Dr. P. Warren Plugge, Co Coordinator [email protected]

Clemson University Department of Construction Science & Management School of Design & Building Clemson, SC 29634-0507 Dr. Roger W. Liska, Department Chair [email protected]

Colorado State University Construction Management Program Department of Construction Management Fort Collins, CO 80523 Dr. Mostafa Khatab, Department Head [email protected]

Drexel University Construction Management Program Richard C. Goodwin College of Professional Studies Philadelphia, PA 19104 Dr. Robert Muir, Program Director [email protected]

East Carolina University Department of Construction Management College of Technology & Computer Science Greenville, NC 27858-4353 Dr. Syed Ahmed, Department Chair [email protected]

Eastern Kentucky University Cons truction Management Program Dept. of Applied Engineering & Tech. Richmond, KY 40475-3102 Professor Wayne Reynolds, Coordinator [email protected]

Eastern Michigan University Construction Management Program School of Engineering Technology Ypsilanti, MI 48197 Dr. James Stein, Program Coordinator [email protected]

Ferris State University Construction Technology Program School of Built Environment Big Rapids, MI 49307-2292 Professor Robert Eastley, Coordinator [email protected]

Florida International University Construction Management Program OHL School of Construction Miami, FL 33174 Dr. Irtishad Ahmad, Director [email protected]

Georgia Institute of Technology Construction Management Program Building Construction Department Atlanta, GA 30332-0680 Dr. Daniel Castro, Interim Chair [email protected]

Georgia Southern University Construction Management Program Allen E. Paulson College of Science and Technology Statesboro, GA 30460-8047

Illinois State University Construction Management Program Department of Technology Normal, IL 61790-5100 Dr. Richard A. Boser, Chairperson [email protected] Dr. Ryan Brown, Coordinator [email protected]

Indiana State University Construction Management Department of Technology Management Terre Haute, IN 47809 Dr. Jim Smallwood, Chair [email protected]

John Brown University Construction Management Division of Eng. & Construction Mgmt. Siloam Springs, AR 72761 Professor Jim Caldwell, Dept. Head [email protected]

ACCREDITED

There are sixty-nine baccalaureate degree programs, 2 masters degree programs, and twelve associate degree programs that are ACCE accredited in accordance with the standards and procedures. Shown are the parent institution, the program accredited, and the responsible faculty member. Stan-dards and procedures by which these programs are evaluated for accreditation are found on the ACCE web site at www.acce-hq.org

American Council for Construction Education Programs

Accredited—Baccalaureate (cont’d)

Kansas State University Construction Science and Management Dept of Arch. Eng. & Construction Science Manhattan, KS 66506 Professor James Goddard, Coordinator [email protected]

Louisiana State University College of Engineering Construction Mgmt & Ind. Engineering Baton Rouge, LA 70803-6419 Dr. Charles Berryman, Chair [email protected]

Michigan State University Construction Management Program School of Planning, Design & Construction East Lansing, MI 48824-1323 Dr. Scott G. Witter, Director [email protected]

Milwaukee School of Engineering Construction Management Program Arch. Engineering & Building Construction Milwaukee, WI 53202-3109 Mr. Blake Wentz, Program Chair [email protected]

Minnesota State University, Mankato Construction Management Program Mankato, MN 56001 Mr. Brain Wasserman, Coordinator [email protected]

Minnesota State University - Moorhead Construction Management Program Department of Technology Moorhead, MN 56563 Professor Scott C. Seltveit, Coordinator [email protected]

Missouri State University Construction Management Program Dept. of Technology & Construction Mgmt. Springfield, MO 65897 Dr. Shawn D. Strong, Department Head [email protected]

North Carolina A&T State University Construction Management & Occupational Safety & Health Department Greensboro, NC 27411 Dr. Robert Pyle, Program Chair [email protected]

North Dakota State University Dept.of Construction Mgmt. & Eng. College of Engineering and Architecture Fargo, ND 58105 Dr. Yong Bai, Chair [email protected]

Northern Arizona University Department of Construction Management College of Engineering & Natural Science Flagstaff, AZ 86011 Dr. Stephen Mead, Coordinator [email protected]

Northern Kentucky University Construction Management Department Highland Heights, KY 41099-0839 Dr. Ihab M. H. Saad, Department Chair [email protected]

Oregon State University Construction Engineering Management Department of Civil and Construction Engineering Corvallis, OR 97331-2302 Dr. David F. Rogge, Associate School Head [email protected]

Pennsylvania College of Technology Construction Management Program Construction Management Department Williamsport, PA 1770-1-5799 Dr. Marc Bridgens, Dean [email protected]

Purdue University Building Construction Management College of Technology West Lafayette, IN 47907-1414 Dr. Zarjon Baha, Interim Dept Head [email protected]

Roger Williams University Construction Management Program School of Engineering., Computing & Construction Management Bristol, RI 02809-2921 Professor Frederick Gould, Coordinator [email protected]

South Dakota State University Construction Management Program Engineering Technology & Management Brookings, SD 57007 Professor Norma Nusz-Chandler, Program Coordinator [email protected]

Southern Illinois University Edwardsville Construction Management Program Department of Construction Edwardsville, IL 62026-1803 Professor Chris Gordon, Chair [email protected]

Southern Polytechnic State University Construction Management Department School of Architecture & Construction Management Marietta, GA 30060-2896 Dr. Khalid Siddiqi, Department Chair [email protected]

Texas A & M University Department of Construction Science College of Architecture College Station, TX 77843-3137 Professor Joe Horlen, Department Head [email protected]

University of Alaska, Anchorage Construction Management Program Anchorage, AK 99508 Professor Jeffrey Callahan, Coordinator [email protected]

University of Arkansas at Little Rock Construction Management Department Department of Engineering and Information Technology (EIT) Little Rock, AR 72204-1099 Professor Michael Tramel, Dept. Chair [email protected]

University of Central Missouri Construction Management School of Technology Warrensburg, MO 64093 Dr. David McCandless, Coordinator [email protected]

University of Cincinnati Department of Construction Science College of Applied Science Cincinnati, OH 45206 Dr. Hazem Elzarka, Program Chair [email protected]

University of Florida M. E. Rinker, Sr. School of Building Construction College of Design, Construction & Planning Gainesville, FL 32611-5703 Dr. Robert Ries, Interim Director [email protected]

University of Houston Construction Management Program Houston, TX 77204 Dr. Neil Eldin, Director [email protected]

University of Louisiana at Monroe College of Business Administration School of Construction Management Monroe, LA 71209-0540 Dr. Keith A. Parker, Director [email protected]

University of Maryland, Eastern Shore Construction Management Technology Department of Technology Princess Anne, MD 21853 Dr. Derrek B. Dunn, Program Chair [email protected]

University of Nebraska, Lincoln Durham School of Architectural Engineering and Construction The Peter Kiewit Institute Lincoln, NE 68588-0500 Dr. Eddie Rojas, Director [email protected] Professor Paul Harmon, Program Coordinator [email protected]

University of Nevada, Las Vegas Construction Management Program Howard R. Hughes College of Engineering Las Vegas, NV 89154-4015 Dr. Donald Hayes, Department Chair [email protected]

University of New Mexico Cons truction Management Department of Civil Engineering Albuquerque, NM 87131-0001 Dr. Jerald Rounds, AGC Endowed Chair [email protected]

University of Wisconsin-Stout Construction Program College of Technology, Engineering & Mathematics Menomonie, WI 54751 Prof. Michael Bowman, Program Director [email protected].

Virginia Polytechnic Institute and State University Department of Building College of Architecture and Urban Studies Blacksburg, VA 24061-0156 Dr. Walid Thabet, Department Head [email protected]

Washington State University Construction Management Program School of Architecture and Construction Management College of Engineering and Architecture Pullman, WA 99164-2220 Dr. Max Kirk, Assistant Director & Coordinator CM [email protected]

Weber State University Parson Construction Management Technology College of Applied Science & Technology Ogden, UT 84408-1802 Professor Steven Peterson, Dept. Chair [email protected]

Wentworth Institute of Technology Construction Management Program Department of Civil, Construction, and Environment Boston, MA 02115 Professor Scott Sumner, Dept. Chair [email protected]

Western Carolina University Construction Management Program Kimmel School of Construction Management & Technology Cullowhee, NC 28723 Dr. Michael Smith, Interim Dept. Head [email protected]

Accredited—Baccalaureate (Cont’d)

University of North Florida Dept of Building Construction Mgmt. College of Computing, Engineering & Construction Jacksonville, FL 32224-2645 Dr. Mag Malek, Department Chair [email protected]

University of Oklahoma Cons truction Science Program Construction Science Division Norman, OK 73019-0265 Professor Ken Robson, Director [email protected]

University of Southern Mississippi School of Construction College of Science & Technology Hattiesburg, MS 39406 Professor John “Jeff” Hannon, Int. Director [email protected]

University of Washington Construction Management Program Department of Construction Management Seattle, WA 98195-1610 Dr. John Schaufelberger, Dept. Chair [email protected]

Saskatchewan Institute of Applied Science & Technology Palliser Institute Architectural Technologies Moose Jaw, Saskatchewan S6H 4R4 Dr. Roderick Stutt, Program Head [email protected]

State Fair Community College Construction Management Program Applied Science & Technology Sedalia, MO 65301-2199 Mrs. Shannon Heusinkvekd, @sfccmo.edu

State University of New York, College of Technology at Delhi Construction Technology Program Technology Division Delhi, NY 13753 Professor Steve McKeegan, Program Chair [email protected]

University of Alaska, Anchorage Construction Management Program Anchorage, AK 99508 Professor Jeffrey Callahan, Coordinator [email protected]

ASSOCIATE DEGREE

Central New Mexico Community College Construction Management Technology Applied Technologies Department Albuquerque, NM 87106 Professor Dave Ruff, Program Chair [email protected]

Cincinnati State Technical and Community College Construction Management Program Center for Innovative Technologies Cincinnati, OH 45223 Dr. Tom Burns, Program Chair [email protected]

Columbus State Community College Construction Management Program Construction Sciences Department Columbus, Ohio 43215 David R. Busch, Co-Coordinator Dean Bortz, Co-Coordinator [email protected]; [email protected]

Edmonds Community College Construction Management Program Construction Management Department Lynnwood, WA 98036 Professor Ed van der Bogert, Department Head [email protected]

Jefferson State Community College Construction Management Department of Building Science Technology Birmingham, AL 35215-3098 Professor Micah Kaufhold, Director [email protected]

John A. Logan College Applied Technologies Department Construction Management & Technology Carterville, IL 62918 Mr. Greg Walker, Department Chair [email protected]

North Lake College Cons truction Management Program Construction Technology Department Irving, TX 75038 Mr. Mike Cooley, Executive Dean [email protected]

Santa Fe College Building Construction Technology Construction & Technical Programs Gainesville, FL 32606 Mr. William Faulk, Program Coordinator [email protected]

MASTERS DEGREE

Clemson University Masters Degree, Construction Management Clemson, SC 29634-0507 Dr. Roger W. Liska, Department Chair [email protected]

Texas A&M University Masters of Science in Construction Management College Station, TX 77843-3137 Professor Joe Horlen, Department Head [email protected]

ACCREDIDATION CANDIDATES There are eleven baccalaureate degree and nine associate degree candidate programs. The institutions where these programs are offered have all indi-cated their desire to work toward ACCE accreditation. However, these programs, although in various stages of the accreditation process, have not yet been evaluated for compliance with ACCE’s standards and criteria. Shown are the parent institution, the construction program, and the responsible faculty member.

BACCALAUREATE DEGREE

Lamar University Construction Management Program Beaumont, TX 77710 Dr. Steven McCrary, Director [email protected]

Michigan Technological University Construction Management Program Houghton, MI 79931 Mr. John P. Daavettila, Program Chair [email protected]

Norwich University Construction Management Program Northfield, VT Dr. Michael Puddicombe, Dean [email protected]

Prairie View A&M University Construction Science Program School of Architecture Prairie View, TX 77446 Dr. Bruce Bockhorn, Director [email protected]

Pratt Institute Construction Management Program New York, NY 10011 Professor Harriet Markis, Chair [email protected]

The Ohio State University Construction Systems Management Department of Food, Agricultural and Biological Engineering Columbus, OH 43210 Dr. Scott Shearer, Program Chair [email protected]

Texas State University Construction Science & Management Department of Engineering Technology San Marcos, TX 78666 Dr. Gary Winek, Program Coordinator [email protected]

University of Minnesota, Twin Cities Construction Management Program St. Paul, MN 55108 Ms Ann Johnson, BAS Faculty Director [email protected]

Utica College Building Construction Management Utica, NY 13502 Dr. David Dubbelde, Director [email protected]

University of Texas at San Antonio Construction Science & Management San Antonio, TX 78201 Dr. Yilmaz H. Karasulu, Coordinator [email protected]

Western Kentucky University Construction Management Program Architectural & Manufacturing Science Department Dr. Ahmed Khalafallah, Program Coordinator [email protected] ASSOCIATE DEGREE College of DuPage Construction Management Program Architecture Department Glen Ellyn, IL 60137 Ms Jane Ostergaard, Coordinator [email protected]

College of Lake County Construction Mgmt Technology Dept. Grayslake, IL 60030 Professor Robert Twardock, Chair [email protected]

Cuyahoga Community College Construction Engineering Technology Cleveland, OH 44115 Dr. Trent Gages, Program Coordinator [email protected]

Gwinnett Technical College Construction Management Program Laurenceville, GA 30043 Ms Gail Edwards, Division Director [email protected]

Joliet Junior College Construction Management Program Joliet, IL 60431 Professor Laura Kaiser, Coordinator [email protected]

Kirkwood Community College Construction Management Program Cedar Rapids, IO 32406 Professor Jim Off, Program Coordinator [email protected]

Montgomery College Construction Management Program Rockville, MD 20850 Professor Mario Parcan, Coordinator [email protected]

Tarrant County College — SE Construction Management Program Arlington, TX 76018 Mr. Orlando Bagcal, Coordinator [email protected]

Wentworth Institute of Technology Construction Management Program Boston, MA 02115 Professor Ilyas Bhatti, Coordinator [email protected]

Non Degree Recognition In response to the concept of quality education in construction, ACCE has created a recognition program For non degree, career related education pro-grams from providers and programs. This effort to recognize the providers and programs which have a quality process and content is aimed at provid-ing education other than skills training. Standards and procedures by which these providers and programs are evaluated for recognition are found on the ACCE web site at www.acce-hq.org under “About ACCE.”

National Association of Home Builders Certified Aging-in-Place Specialist Certified Green Professional

NAWIC Education Foundation Certified Construction Associate Program Construction Document Specialist

National Center for Construction Education & Research The Project Maintenance Academy Program The Project Supervision Academy Program

Alliance Safety Council Certified Occupational Safety Specialist Program

ACCE ‐ Brief History and Overview

Michael M. Holland, CPC, AIC, Executive Vice President & CEO American Council for Construction Education

Summary

The mission of the American Council for Construction Education (ACCE) is to be a leading global advocate of quality construction education programs and to promote, support, and accredit quality construction education programs. With the evolving technology in the delivery of education programs, the changes in construction materials, theories, regulations, and practices, and the expansion of campuses to international locations, ACCE strives to provide applicable standards and procedures to its constituents. Through promotion and continued improvement of postsecondary construction education, ACCE accredits construction education programs in colleges and universities that request its evaluation and meet its standards and criteria. ACCE is recognized by the Council for Higher Education Accreditation (CHEA) as the accrediting agency for Baccalaureate and Associate Degree programs in construction, construction science, construction management and construction technology located in North America and Australia.

Michael M. Holland, CPA, AIC Executive Vice President & CEO American Council for Construction Education Since 2004 Mike has served as Executive Vice President & CEO for the American Council for Construction Education, where he is responsible for day to day affairs of the Council. ACCE is a non‐profit organization promoting quality construction education in post‐secondary institutions. Prior to his current position at ACCE, Mike was a construction Executive with over 30 years of progressive professional growth in large and small general contracting and construction management companies. Mike also served as President of a $50 million/year subcontracting and manufacturing company working nationally and internationally. Mike earned his BS in Mechanical Engineering from Texas Tech University in 1971, and a MS in Construction Management Science from Clemson University in 2003. Mr. Holland serves as a Member, Board of Advisors, American Institute of Constructors, Construction Certification Commission; and Member, Board of Directors, ACE Mentor Program of Greater San Antonio. He is a Past Member, Board of Directors, Positive Beginnings (non‐profit daycare); Past Member, Board of Directors, Alamo Workforce Development Council (JTPA); Past Committee Member, AGC Education Committee; and Past Member, Board of Directors, San Antonio Manufacturers Association.

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IAB Role from the ACCE Perspective

Dr. Hollis "Hank" Bray, Professor of Construction Management, University of Louisiana at Monroe Vice Chair, ACCE Finance Committee

Summary

The mission of the American Council for Construction Education (ACCE) is to be a leading global advocate of quality construction education and to promote, support and accredit quality construction education programs. The primary goal is promotion, and continued improvement of postsecondary construction education; specifically, ACCE accredits construction education programs in colleges and universities that request its evaluation and meet its standards and criteria.

By working together under the aegis of ACCE, representatives of the total construction community – the public at large, construction educators and constructors – establish and maintain standards and criteria for accreditation provide guidance to those seeking to achieve accredited status, and carry out the accreditation and reaccreditation processes.

ACCE has made a commitment to sound and fair accreditation practices. The most visible aspect of the Council’s work and the very basis of the accreditation process is the Evaluation Team Visit to construction programs and the subsequent Team Report. Visiting Teams are comprised of trained representatives from the academic and industry constituencies of ACCE membership.

The ACCE accreditation process serves the interests of potential students by helping them identify institutions and programs that offer quality education in the field, and serves the interests of industry by enabling employers to identify persons who, by reason of their education and training, have the potential for making lasting contributions to the industry and to their profession.

ACCE also serves the interests of owners/users of constructed facilities and the public at large by raising the professional caliber of constructors and thus the quality of the construction for which they assume responsibility.

Discussion Points Introduction - ACCE Background and History The Accreditation Process - The Role of the Industry Advisory Board - Becoming a Candidate for Accreditation - Mentors - Path to Accreditation Acceptance The Team Visit - General Principles and Areas of Emphasis - Team Responsibilities and Conduct - ACCE Standards of Evaluation: Determining Strengths, Weaknesses and Concerns Post Visit Activities - Team Executive Meeting - Presentation to the University and Departmental Officers - Preparation of the Visiting Team Report Summary - How to Become an ACCE Team Visitor

Dr. Hollis G. Bray, Jr. Professor of Construction Management, University of Louisiana at Monroe Vice Chair, ACCE Finance Committee Dr. Bray is an Endowed Professor at the School of Construction Management at the University of Louisiana at Monroe, USA. He has more than 20 years teaching experience in structures, soils and project management. He has published and presented work about experiences and projects with peer evaluation systems developed with colleagues at ULM, as well as quality management systems. His other interests are building information modeling (BIM) and undergraduate education in construction management. Dr. Bray’s industry experience includes heavy civil infrastructure, transportation and design and installation of water and wastewater equipment. Dr. Bray is a Board Member of and develops training programs for the American Council for Construction Education (ACCE), the chief accrediting body for construction management university programs in the U.S. He also serves on the Development and Finance committees and the Council of Chairs. Dr. Bray holds a Doctor of Engineering degree and MS and BS degrees in civil engineering. He is a Professional Engineer, Certified Professional Constructor and a member of the American Institute of Constructors.

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Developing a High Performance Industry Advisory Board

(8:45 – 9:30 am)

Engaged and energized Industry Advisory Boards contribute to the betterment of construction management programs in many ways. ACCE Accreditation Standards state that ," . . .it is imperative that an advisory committee, consisting of representatives from the construction industry, be actively involved in an advisory role for the construction program." The Standards mandate that " the committee should meet at least once a year for the purpose of advising and assisting the development and enhancement of the program." Further, the Standards state that, "the composition of the committee should change periodically" , that "there should be provisions to ensure continuity", and that "the composition of the committee should be representative of the potential employers of the graduates of the construction program."

However, most construction management programs aspire to much better than meeting the minimum required standards. . .The question is "how"?

The same principles and practices that are utilized to gain a competitive edge for our businesses, such as adopting superior processes, speeding up the business cycle, and maximizing client satisfaction can also be implemented in order to create a high performance industry advisory board. Drawing on Jim Collins' legendary management book Good to Great, Matt Stevens will show us how the lessons of Collins' research can be applied to improve our industry advisory boards. Matt will give an overview of the major points of Collins' findings, and what they can mean to your construction management programs.

Discussion Points

Understanding the Realities of the Academic Process Critical Issues and Necessary Steps Involved in Establishing/Growing a High Performance IAB Using Industry Assets to Support and Improve Construction Management Programs How to Benchmark Progress

Featured Speaker

Matt Stevens Senior Lecturer in Construction of the Faculty of Architecture, Building and Planning University of Melbourne, Australia Matt Stevens is a Senior Lecturer in Construction of the Faculty of Architecture, Building and Planning at the University of Melbourne, Australia. Teaching and research of construction business efficacy practices in work acquisition, building projects and financial management. He is the president of Stevens Construction Institute, Inc. - Management Advisors to Construction Contractors. Matt has been working with contractors as a management advisor since 1994. He has over 35 years of experience overall including as both a specialty contractor and general contractor. Stevens has been hired by dozens of clients and conducted hundreds of seminars across the country. Matt earned an undergraduate degree in Construction Management from the University of Louisiana -Monroe and an M.B.A. from Rollins College, Winter Park, Florida. Matt is finishing his doctorate in Construction from The University of Florida’s College of Design, Construction and Planning – M.E. Rinker, Sr. School of Building Construction in Gainesville, Florida. His research interest is good operating practices of construction contracting. Author of The Construction MBA –. (McGraw-Hill 512 pages, 2012) and Managing a Construction Firm on Just 24 Hours a Day – (McGraw – Hill, 416 pages, 2007)

Jim Collins is also author of How the Mighty Fall (2009), Beyond Positive Thinking (2011), and Great by Choice (2011), and co-author of Built to Last (with Jerry I. Porras, 2009). Page 1

Jim Collins’s Good to Great

How Its Lessons Might Be Applied to Construction Programs’ Industry Advisory Boards

Author’s note: This review distills lessons from a well-respected management book and discusses how they might apply to American Council of Construction Education (ACCE) member Industry Advisory Boards (IABs). Although the book focuses on for-profit and publicly held firms, many of its insights are shown to be relevant to IABs. Introduction

Good to Great is a groundbreaking work by author and teacher, Jim Collins. It discusses dozens of critical business characteristics and practices that are critical for any organization to advance from “good” to “commanding a clear market position and thought leadership.” Published several years ago, it remains for serious executives. Collins pursues a fact-based, data-driven discussion that is welcome in this era of opinion-based and only lightly researched books on organizational development and management.

Collins confirms what most professionals have intuitively known for many years: superior leadership and management is characterized by a series of wise decisions over years, which allow an organization to build momentum, eventually accelerating past most, if not all, of its competitors. Making major decisions in a meticulously thoughtful way, with a 100-year view, is powerful. Said differently, just letting things happen, as opposed to thinking about and executing good practices, is not the most efficient or effective path.

This well-researched book serves as a counterpoint to the weakness of In Search of Excellence by Tom Peters. Peters performed less quantitative and more qualitative research to reach his conclusions. As you know, qualitative research, if gathered from a relatively small number of respondents, is more susceptible to researcher bias. Quantitative research, on the other hand, regardless of sample size, is more reliable and considered more valid. Jim Collins clearly describes this qualitative-quantitative distinction and cogently discusses researcher bias.

Collins’s main objective is to explain what transforms a good firm into a truly great firm. This is a critical question in the construction industry that seems otherwise to be overly reliant on “rules of thumb.”

Research Methodology

The first step in Collins’s research process was to define candidate companies for study. Criteria for inclusion were:

Jim Collins is also author of How the Mighty Fall (2009), Beyond Positive Thinking (2011), and Great by Choice (2011), and co-author of Built to Last (with Jerry I. Porras, 2009) Page 2

1. Had a tenured existence before it became great. In the study, a candidate company was in business for at least fifteen years as a good, mediocre, or poor firm before it turned into a great one. Newly started companies, such as Microsoft, or those with the good fortune of being in a “hot commodity” business, such as oil, were excluded.

2. Has a cumulative stock return at least twice that of comparison firms; most were much higher. This magnitude of difference in profit clearly signals a dramatic difference in the business approach of these companies as compared with their competitors.

3. Had sustained these superior results for at least fifteen years (meaning firms had to be at least thirty years old). This criterion assured that the success was not merely due to a fortuitous bounce of the company’s fortunes.

4. Both good-to-great and comparison (only good) companies were chosen in tandem based on similarity of other characteristics before the breakthrough year(s). Market share, profitability, share price, revenue amount, etc. were compared closely. This allows key distinctions to be made that weren’t generated by luck or explained in some non-business way.

After identifying the study firms, the researchers conducted extensive study. The process was first quantitative, with a qualitative follow up. However, most of the research focused on empirical facts; that is, factors less likely to be subject to subjective interpretation or bias.

The research was targeted at answering the single question, “What propels greater profits and market leadership of the good-to-great companies versus their competitive peers?” Correlations were studied since causation is difficult to prove.

As a caveat, it is important to note that some of Collins’s conclusions only applied to larger, publicly held firms, since those were the sorts of firms that were main focus of his study. By comparison, IABs bear scant resemblance to the firms in Collins’s sample.

Applying Lessons to IABs

A critical methodology of good-to-great firms is the process of “who then what.” This is called stockpiling of human resources. Collins concluded that great companies hired talented people when they became available as opposed to waiting until the business needed them. They hire great people and then find ways to make profits from having them on board.

In leading and managing an Industry Advisory Board (IAB), is it feasible and would it be productive to stockpile leaders? Is there way to make sure talented people keep a formal attachment to the board? Some IABs use an “ascension” process; i.e. secretary to treasurer to vice president to chairperson. Does this accomplish the same objective? These practices are common and typically yield good results.

Collins describes the process that occurred in the good-to-great companies. He asserts that this process did not happen in the comparison (merely good) companies. He illustrates anecdotally in addition to offering supportive statistical evidence. For example, the number of outside CEOs hired in good-to-great companies is compelling. Only 4.76 percent came from outside the best firms, while the


comparison (less than great) firms hired CEOs from outside their firms 30.77 percent of the time. Those who are familiar with the organization first, lead effectively.

Collins devotes a significant part of the book to leadership. He defines, and then discusses, “Level 5” leaders. He asserts this kind of leader is a major reason for sustaining better-than-market company performance.

Level 5 leaders possess personal humility and professional will. Obviously, it goes without saying that an IAB would benefit from more Level 5 leaders.

From the in-depth analysis Collins undertook and describes in the book, he concludes that Level 5 leaders do not feign humility or self-deprecation; their emotions are sincere. They aren’t after the trappings of position. Perks are not the reason for their efforts. They seem to want to “get it right,” whatever “it” is. It is important to add that ambitions of successful leaders are for their firms and not for themselves.

Collins talks about the concept of “dogs that did not bark,” a useful phrase borrowed from Sherlock Holmes. It suggests that there are organizational characteristics that general business professionals accept as positives but that, in actuality, are not. In the study, several “dogs” were shown to be neutral or negative for a business. Here are a few examples:

Presence of celebrity or high profile CEOs who arrive from outside is a neutral, not positive factor in terms of greatness. In the short term, it can be mostly positive, especially for stock price. In the long term, however, it negatively affects a company’s ability to go from good to great. Ninety-plus percent of superior company CEOs came from inside the firm.

Executive compensation is a neutral factor in driving a company to market and profit leadership.

Long-range strategic planning does not differentiate a good company from a great company. It, too, is merely neutral. Both types of firms spend the same amount of time and resources on the effort. However, great companies spend their time differently. They equally divide their strategic planning efforts among three areas:

(1) What to do; (2) What not to do; (3) What to stop doing.

Good companies spend most of their time on (1): What to do. It is important to note that IABs have limited time, so being sensitive to (2) and (3) is also valuable.

The transformation from being a good company to being a great firm is not a single event or crisis. The transformation is iterative and consistent over time. Only by hindsight can change clearly be perceived by the company—not while it is happening. Collins uses the term evolutionary to describe the process of transformation and not the word revolutionary. Said differently, there


was no magic approach or “aha!” moment. A friend said, “They kept sanding the mahogany, and slowly, it turned beautiful.”

Although Collins didn’t study IABs, the key ingredients for sustained success in any organization are the same: people and processes. In practice, great leaders often attract others like themselves and inspire them to give greater effort. Those same executives usually define major processes for their subordinates to follow.

Collins and his research team share a valuable insight concerning people and processes: Where there is a strong-willed leader, but the process is not distilled and documented as well as implemented, the business will weaken when that leader leaves the firm. That sort of leader’s job is the business, instead of the leader making it his job to make the company a sustainable organization. Collins gives several contemporary examples, including celebrity CEOs Iacocca and Dunlap. In their cases, the slow and thoughtful decisions with a 100-year view were never made. Instead, quarter-by-quarter tactics were implemented.

I have seen similar examples in my own experience. In superior organizations, the company culture is not “mine” but “ours.” Staff emotionally owns the firm. The universities that IABs assist readily engender this mental ownership. The benefits of this sort are obvious. This attitude helps in recruiting, retaining, and motivating people.

The leaders instill a sense of searching in their firms. That is, they always feel as if there are better ways to do something. Typically, they aren’t vocal about it, but do set the tone for finding an improvement. This builds a culture and the firm benefits. Whatever the process or the answer, it is never quite right or could always be better. Contrast this with many organizations who feel “good enough” is good enough. Twenty years later, they may still be small or stagnant. Obviously, smaller entities don’t think the same way as larger ones.

Collins’s research result bears this out. The book’s essence is that great people who know good operating practices beat the competition.

Collins draws compares management and leadership in the good-to-great company to a flywheel. Once we start the flywheel turning (the beginning), if we stop, it will sustain its current speed (process velocity) for a period before slowly coming to a stop (failure). With only light effort, it will slow down. Only through consistently strong effort will the flywheel increase in speed. But after the flywheel reaches speed greater than competitors’ (outperforming peers); it takes no greater effort to maintain the high speed. At that point, it achieves greater results with the same effort.

In the environment in which IABs operate, I see three processes in the cycle:

(1) Acquiring members and grooming future IAB executives;

(2) Creating a shared aim and aligning objective(s) as part of that aim;

(3) Executing activities that achieve the objective(s).


Nothing happens without acquiring members. No board exists. From there, grooming future executives provides seamless ascension on the board. In the meantime, members become familiar with the culture and the process. As an aside, most of this atmosphere is created by IAB executives. It’s my observations that new IAB members come with their own leadership style and goal focus. Clearly, professionals are influenced by socio-economic and professional factors. Examples are specialty contractors versus general contractors or estimators versus project managers. As the construction industry contains a diverse population so too should IABs. The quality of decisions is positively influenced by addressing details. Diverse members can address many details. Creating a shared aim with members and faculty is difficult work. Breaking the aim into objectives allows the board to accomplish them and thus the overarching aim. But an aim is not a static thing. My experience has been aims are different from school to school, and within a school they change overtime. Executing activities is what outsiders see. They are embodied in things such as social events, guest lectures, curriculum reviews and fund raising.

Applying the flywheel analogy, dedicated board members who have served for multiple years have a sense of what the board should focus on and then they learn know how to accomplish the supporting activities efficiently. As Collins suggests, the faster the speed of the flywheel, the bigger the competitive edge.

As mentioned, a significant variable is velocity; however this process cannot be rushed. Great people working together on familiar processes over time accomplish more and make fewer mistakes. Good to Great states there is “no miracle moment.” It explains that each firm figured things out over time after consistent thought, trial, and error.

IABs that understand each other and the process required can spin the flywheel even faster. Organizations that have long tenured people usually do better than those that don’t. With experience, people who have worked together many years can process transactions faster and more accurately, allowing them to reach excellent results. But that speed and efficiency is achieved by slow, sustained, continuous effort.

What is interesting to note is that Collins and his team were able to define more clearly the role of passion in the emergence and continued excellence of a great firm. This has been talked about by many, including career coaches and management consultants, over the year. But Collins makes a strong case by using the example of these great firms and their answers to the question of passion.

Passion is one part of the three drivers of good to great companies:

(1) What are we passionate about?

The answer to this determines a long-term skill(s). What do we like to do? This is where our savvy resides. ACCE programs engender much passion among board members. Directing it is one purpose of IABs.


(2) What can we be the best at?

The answer begins the discussion of what our niche(s) should be. What are our superior skills over other programs?

(3) What drives our organizational engine?

The answer decides what systems and approaches an organization must take to build its value. What methodologies allow us to differentiate ourselves? What processes increase our program’s value?

Collins’s research and discussion about the “single denominator” has prompted much debate. That is, what is the one metric that an IAB might use to quantify success or opportunity?

The logic of basing decisions on a single metric is solid. Using two or more metrics to measure performance allows people to use the more positive one to promote their agenda and ignore, or argue against the negative ones as flawed. Confining the process to a single metric to judge performance leaves people no alternative but to focus on improving it.

Collins and his group focused on this single-metric approach. He shared several examples such as:

(1) Abbott: per employee;

(2) Gillette: per customer;

(3) Kimberly-Clark: per consumer brand;

(4) Nucor: per finished ton of steel.

Per a recent ACCE survey, IABs do not practice a single metric approach. They could use a percentage of job placements of new graduates, growth of the program, or the job position of graduates after five years, among others. Several possibilities exist. One particularly illuminating observation of Collins was each great company’s belief in the Stockdale Paradox. Former Vietnam POW Jim Stockdale practiced two principals while surviving his ordeal:

(1) He was brutally honest with himself about his situation, but

(2) He was faithful that he could survive through his talent and focus.

Collins concludes that good to great companies expressed faith that they could figure out any situation. However, they all were frank internally about what they did well and didn’t do well, regardless whose feelings it might hurt. Taking into account what is weak, not who will it affect, is an example of this thinking. Subsequently, the company worked the hours needed to solve any problem or reach any goal with a clear path and no political considerations. The successful company’s attitude is that any employee is responsible for his/her future regardless of their position or ties to the firm.


Honesty about an IAB’s construction program is critical. Where does the program stand in relation to other programs? What do employers believe about its value? Once understood, effective action may be taken. In my experience, construction contractors are some of the best practitioners of this principle. Conclusion Collins’s book is part of the conversation of how to improve IABs. ACCE has started it some years ago and has made significant progress. Just as prominent organizations are never satisfied with good results, so too are the construction programs and the organizations that support them. I found Good to Great to be a stellar foundation for the study of organizational development, IAB or otherwise. Collins expresses himself in a clear and concise manner. All of this makes this an engaging book. Although not all the conclusions apply to IABs, the book’s determinations help demystify many parts of organizational development and management. It has been said, don’t read all the books, but understand the few great ones well. This book is one I would strongly recommend.

Matt Stevens MBA Ph.D. is a Senior Lecturer in Construction in the Faculty of Architecture, Building and Planning at the University of Melbourne in Australia. He teaches and researches Strategic Planning, Corporate Management, Financial Management and Project Management. He is also the president of Stevens Construction Institute, Inc., a management research, advice and education firm. Matt has been advising construction contractors since 1994. He is the author of Managing a Construction Firm on Just 24 Hours a Day (McGraw-Hill, 416 pages) and The Construction MBA (McGraw-Hill, 512 pages). Matt earned an undergraduate degree from the University of Louisiana – Monroe, MBA from Rollins College and Ph.D. from the University of Florida. Reach Matt at [email protected].

Notes

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Round Table Session 1 (10:00 – 11:00 am)

Seed Questions:

Developing a High Performance Industry Advisory Board

1. Academia and industry occasionally have differing viewpoints on how to accomplish the work conducted by an IAB. How does your IAB resolve these conflicts?

2. What are some of the critical issues or challenges that face your IAB and what do you do to

address these issues and challenges?

3. What assets do your IAB members and/or their employers use to support or improve your Construction Management program?

4. Does your IAB assess and evaluate the programs it administers or the work it does on behalf of

its Construction Management program? If so, how is the assessment performed? 5. What do you consider as the greatest strength of your IAB?

Notes

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Round Table Process

1. Select a person on your team that will serve as the scribe/spokesperson.

2. Brainstorm with the complete team to develop answers to the seed questions.

3. The scribe/spokesperson should write these down using the form provided.

4. The scribe/ spokesperson will be asked to provide a brief summary of the answers

provided by the team.

5. The scribe/spokesperson will give the form to one of the facilitators at the end of

the session.

Guidelines for Facilitators

• Be a neutral servant of the group. Treat all ideas with equal respect.

• Help the group to stay on productive course. Avoid lengthy discussion on one idea.

• Be a progress advocate. Keep things moving.

• Encourage all members of the group to participate. Ask direct questions of specific

members to draw them out.

• Focus on tangible, helpful ideas that the attendees can reflect upon and perhaps

implement at their IABs.

ACCE Founder’s Award, DuPree Scholarship and NHE Scholarship

Founders Award

The ACCE Founder’s Award is bestowed annually upon an individual, company or organization that has demonstrated a profound effect on construction education during the last year.

DuPree Construction Education Fund Scholarship

Applicants must be accepted in a Masters or PhD construction‐related program, in an institution with an ACCE‐accredited program. Scholarship(s) of at least $5,000 each will be awarded. Applicants must desire a career as faculty in an ACCE‐Accredited Construction Management program after completing their studies. Current, full‐time faculty are not eligible.

DuPree Construction Education Fund/National Housing Endowment Scholarship

Applicants must be accepted in a Masters or PhD construction‐related program, in an institution with an ACCE‐accredited program. Scholarship(s) of at least $7,500 each will be awarded. Applicants are expected to become faculty at an ACCE‐Accredited program. Residential experience is required.

Notes

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ACCE Founder’s Award Nomination Form Page 1 of 2

2013 Founder’s Award Nomination Form

Period of Consideration: January 2012 – December 2012 Deadline for Nomination: May 20, 2013

Nominator Contact Information: Provide contact information of the person making the nomination. If this nominee is selected, the contact person will be asked to assist ACCE in gathering appropriate information to make a successful award. Nominator Name/Address: ____________________________________________________ ____________________________________________________ ____________________________________________________ Nominator Phone: ___________________ Nominator E-mail: ________________________ Nominee Information If nominating a person,

Person Name: _______________________________________________________________ Company/Org. Affiliation: _____________________________________________________ Dept./Div./ or Title of Nominee: ________________________________________________ Mailing Address of Nominee: __________________________________________________ __________________________________________________ __________________________________________________ Phone # of Nominee: __________________________ Fax #: ________________________ E-Mail: of Nominee: _________________________________________________________ If nominating a Company or Organization, Company/Organization Name: __________________________________________________ Contact Person for Company/Organization: ________________________________________ Title or Position of Contact Person: ______________________________________________ Mailing Address of Contact Person: ______________________________________________ ______________________________________________ ______________________________________________ Phone # of Contact Person: _______________________ Fax #: ________________________ E-mail of Contact Person: _______________________________________________________ (Note: If company/organization has multiple locations, please indicate which location is being nominated or if all locations are included in the nomination. A brief description of the company/organization should be provided in the supporting documents)


ACCE Founder’s Award Nomination Form Page 2 of 2

Nomination Statement: Provide a statement of 500 words or less describing how this individual, company, or organization has demonstrated a profound effect on construction education during the last year and why they should be selected for this national award. Factors can include impact to construction reputation; contribution to the Construction Industry as a whole; benefit to future Construction Management Students. Supporting Documentation: Attach to this form general descriptive information, evidence of such work resulting in nomination, or letters of endorsement if pertinent for consideration of this award. There is no minimum or limitation on the supporting documentation. Only enough information should be provided for reviewers to understand the nature and impact of the nominee’s “profound affect” on construction education this year.


2013 Dupree Construction Education Fund Scholarship Official Application Form

General Information

Awards

Scholarship(s) of at least $5,000 each will be awarded.

Deadline This completed form and any other supporting material are due back to the Dupree Fund,

c/o ACCE, by May 3, 2013. Handwritten applications are not permitted.

Eligibility Requirements Applicants must be accepted in a Masters or PhD construction-related program, in an

institution with an ACCE-accredited program.

Questions Please contact ACCE at (210) 495-6161, or email at [email protected]

Send the Application to

Scholarship ACCE Dupree Construction Education Fund

1717 North Loop 1604 East, STE 320 San Antonio, TX 78232

[email protected]

Announcement of Recipient(s) Recipients will be announced and notified by August 2011.


2013 Dupree Construction Education Fund Scholarship Application

Future University Faculty

Receipt Deadline: May 3, 2013 You must complete ALL sections of this application. Type or print using black ink. Use N/A if a

question does not apply. Appearance and completeness of application WILL BE CONSIDERED during evaluation. Electronic format is acceptable.

A. ELIGIBILITY REQUIREMENT 1. Applicant MUST desire a career as faculty in an ACCE-accredited Construction

Management program after completing their studies. Current, full-time faculty are not eligible. 2. Applicant MUST have been accepted in an advanced degree program in the

construction management field in an institution with an ACCE accredited undergraduate program.

3. Document experience working in the U.S. domestic construction industry. B. REQUIREMENTS 1. Completed and signed application. 2. Current transcript(s) 3. Three letters of recommendation: a. Former or current employer from industry b. School or University instructor c. Personal reference 4. Photograph of yourself in a sealed envelope with a short biography. The photo

envelope will only be opened if you are selected as a scholarship recipient, and will only be used for media purposes. No photos will be returned.

5. Resume or Vitae, including industry/work and community experience. 6. Recipient, upon completion, must pursue a faculty position with an ACCE-

accredited program. NO REMINDERS REGARDING SUBMISSION OF THIS INFORMATION WILL BE

PROVIDED TO APPLICANT PRIOR TO COMPETITION DEADLINE. C. AWARDS 1. Scholarship(s) will be awarded for $5,000 per student for one year. 2. Applications will be reviewed by the selection committee of the ACCE Dupree Education Fund, which will consider an applicant’s interest in the construction

industry, grades, employment experience, extracurricular activities, references and financial need. Winners will be affirmed by the Board of Trustees. Checks will be sent directly to the designated university.

3. Recipient is required to send a written acknowledgment of the scholarship award to the ACCE Dupree Education Fund within 30 days of notification.

4. Recipient will be asked to participate in the ACCE Dupree Education Fund and NHE activities, unless unable to do so due to distance and cost.

5. Recipient will be required to sign an agreement indicating he/she will be responsible for keeping the Dupree Education Fund and NHE up to date on address, phone number, e-mail changes, and name of institution of employment upon graduation from the program.

6. Recipient may reapply each year for additional scholarship. Receipt of award does not guarantee selection for future year(s).


2013 Dupree Construction Education Fund Scholarship Application – Page 2 Future University Faculty

D. MISCELLANEOUS 1. Send all required information to: Scholarships, ACCE Dupree Education Fund,

1717 North Loop 1604 East, STE 320, San Antonio, TX 78232. 2. For more information or copies of the application, write the above address, or email [email protected] 3. No receipt of the application will be acknowledged by the Education Fund. Incomplete applications will not be considered. 4. The information you provide on the application is considered confidential and will

not be shared beyond the Board of Trustees unless permission is given otherwise, or unless selected to receive a scholarship.


2013 Dupree Construction Education Fund Scholarship Application

University Faculty

I. PERSONAL A. Name

Last First Middle initial

B. Your Mailing Address (1) Permanent Number & Street City State, Zip Your Mailing Address (2) School Number & Street City State, Zip

At which address can you be contacted May – Aug.: Permanent School

C. Phone: (1) Permanent (2) School (3) Cell Phone

D. Email Address

E. Date of Birth F. Current Age G. Social Security Number

F. 1. Marital Status 2. Spouse’s Name 3. Spouse’s occupation 4. Spouse’s annual Income $ 5. Number of dependents other than spouse II. SCHOLASTIC INFORMATION

A. Provide names, city and states of colleges, and/or universities you have attended or are currently attending beginning with most recent first. Please be sure to indicate month and year of graduation or anticipated graduation date. Use additional sheet if needed. IMPORTANT!!!

1. College/University Attended (from-to) Major Anticipated Month/Year of Graduation a. b. 2. Two Year College Attended (from-to) Major Anticipated Month/Year of Graduation a.

b. 3. Provide a chronological history of your activities if NOT continuously enrolled in school since high school graduation. History should begin immediately after high school graduation until the present time.

B. Grade Point Average

2013 Dupree Construction Education Fund Page 2 of 2

III. FINANCIAL INFORMATION It is important to complete all blanks. State N/A if question does not apply and supply an explanation on a separate piece of paper.

A. Beginning in the fall semester, what amount of your college and living expense will you personally provide from your own earnings & savings? (Exclude funds from parents, relatives, loans, scholarships, etc.)

B. Estimated cost for the next school year:

1. Tuition $ per year 2. Room and Board $ per year 3. Books $ per year 4. Misc. (specify) $ per year Total $ per year

C. Indicate the amount of support from the following sources: 1. Summer work $ per year 2. Part-Time work $ per year 3. Full-time work $ __________ per year 4. Loans (specify type) $ per year 5. Scholarships (specify type) $ per year 6. Other sources of income including corporate or parental contribution (specify type) $ per year Total $ per year

IV. ADDITIONAL INFORMATION On a separate piece of paper answer the following questions: 1. Why are you applying for the ACCE Dupree Education Fund Scholarship? 2. Why are you interested in a career as faculty in Construction Management? 3. What would you like to be doing five years after graduation? I agree that the Board of Trustees of ACCE and/or representatives designated by the Board may use this application and all attachments for the purposes of scholarship evaluation and selection. If I am selected as a scholarship recipient, I agree, if requested, to be interviewed and give my permission for my photograph and comments to be used for marketing and promotion of ACCE. Signature Date

American Council for Construction Education/

National Housing Endowment

2013 Dupree Construction Education Fund/NHE Scholarship Official Application Form

General Information

Awards

Scholarship(s) of up to $7,500 each will be awarded.

Deadline This completed form and any other supporting material are due back to the Dupree Fund/NHE,

c/o ACCE, by May 3, 2013. Handwritten applications are not permitted.

Eligibility Requirements Applicants must be accepted in a Masters or PhD construction-related program, in an

institution with an ACCE-accredited program. Applicants are expected to become faculty at an ACCE-accredited program.

Residential experience is required.

Questions Please contact ACCE at (210) 495-6161, or email at [email protected]

Send the Application to Dupree/NHE Scholarship

ACCE Dupree Construction Education Fund 1717 North Loop 1604 East, STE 320

San Antonio, TX 78232 [email protected]

Announcement of Recipient(s)

Recipients will be announced and notified by August 2011.


2013 Dupree Construction Education Fund/NHE Scholarship Application

Future University Faculty

Receipt Deadline: May 3, 2013 You must complete ALL sections of this application. Type or print using black ink. Use N/A if a

question does not apply. Appearance and completeness of application WILL BE CONSIDERED during evaluation. Electronic format is acceptable.

A. ELIGIBILITY REQUIREMENT 1. Applicant MUST desire a career as faculty in an ACCE-accredited Construction

Management program after completing their studies. Current, full-time faculty are not eligible. 2. Applicant MUST have been accepted in an advanced degree program in the

construction management field in an institution with an ACCE accredited undergraduate program.

3. Document experience working in the U.S. residential construction industry. B. REQUIREMENTS 1. Completed and signed application. 2. Current transcript(s) 3. Three letters of recommendation: a. Former or current employer from industry b. School or University instructor c. Personal reference 4. Photograph of yourself in a sealed envelope with a short biography. The photo

envelope will only be opened if you are selected as a scholarship recipient, and will only be used for media purposes. No photos will be returned.

5. Resume or Vitae, including industry/work and community experience. 6. Recipient, upon completion, must pursue a faculty position with an ACCE-

accredited program. NO REMINDERS REGARDING SUBMISSION OF THIS INFORMATION WILL BE

PROVIDED TO APPLICANT PRIOR TO COMPETITION DEADLINE. C. AWARDS 1. Scholarship(s) will be awarded up to $7,500 per student for one year. 2. Applications will be reviewed by the selection committee of the ACCE Dupree Education Fund, which will consider an applicant’s interest in the construction

industry, grades, employment experience, extracurricular activities, references, and financial need. Winners will be affirmed by the Board of Trustees. Checks will be sent directly to the designated university.

3. Recipient is required to send a written acknowledgment of the scholarship award to the ACCE Dupree Education Fund within 30 days of notification.

4. Recipient will be asked to participate in the ACCE Dupree Education Fund and NHE activities, unless unable to do so due to distance and cost.

5. Recipient will be required to sign an agreement indicating he/she will be responsible for keeping the Dupree Education Fund and NHE up to date on address, phone number, e-mail changes, and name of institution of employment upon graduation from the program.

6. Recipient may reapply each year for additional scholarship. Receipt of award does not guarantee selection for future year(s).


2013 Dupree Construction Education Fund/NHE Scholarship Application – Page 2 Future University Faculty

D. MISCELLANEOUS 1. Send all required information to: Scholarships, ACCE Dupree Education Fund/NHE,

1717 North Loop 1604 East, STE 320, San Antonio, TX 78232. 2. For more information or copies of the application, write the above address, or email [email protected] 3. No receipt of the application will be acknowledged by the Education Fund. Incomplete applications will not be considered. 4. The information you provide on the application is considered confidential and will

not be shared beyond the Board of Trustees unless permission is given otherwise, or unless selected to receive a scholarship.


2013 Dupree Construction Education Fund/NHE Scholarship Application

University Faculty

I. PERSONAL A. Name

Last First Middle initial

B. Your Mailing Address (1) Permanent Number & Street City State, Zip Your Mailing Address (2) School Number & Street City State, Zip

At which address can you be contacted May – Aug.: Permanent School

C. Phone: (1) Permanent (2) School (3) Cell Phone

D. Email Address

E. Date of Birth F. Current Age G. Social Security Number

F. 1. Marital Status 2. Spouse’s Name 3. Spouse’s occupation 4. Spouse’s annual Income $ 5. Number of dependents other than spouse II. SCHOLASTIC INFORMATION

A. Provide names, city and states of colleges, and/or universities you have attended or are currently attending beginning with most recent first. Please be sure to indicate month and year of graduation or anticipated graduation date. Use additional sheet if needed. IMPORTANT!!!

1. College/University Attended (from-to) Major Anticipated Month/Year of Graduation a. b. 2. Two Year College Attended (from-to) Major Anticipated Month/Year of Graduation a.

b. 3. Provide a chronological history of your activities if NOT continuously enrolled in school since high school graduation. History should begin immediately after high school graduation until the present time.

B. Grade Point Average

2013 Dupree Construction Education Fund/NHE Page 2 of 2

III. FINANCIAL INFORMATION It is important to complete all blanks. State N/A if question does not apply and supply an explanation on a separate piece of paper.

A. Beginning in the fall semester, what amount of your college and living expense will you personally provide from your own earnings & savings? (Exclude funds from parents, relatives, loans, scholarships, etc.)

B. Estimated cost for the next school year:

1. Tuition $ per year 2. Room and Board $ per year 3. Books $ per year 4. Misc. (specify) $ per year Total $ per year

C. Indicate the amount of support from the following sources: 1. Summer work $ per year 2. Part-Time work $ per year 3. Full-time work $ __________ per year 4. Loans (specify type) $ per year 5. Scholarships (specify type) $ per year 6. Other sources of income including corporate or parental contribution (specify type) $ per year Total $ per year

IV. ADDITIONAL INFORMATION On a separate piece of paper answer the following questions: 1. Why are you applying for the ACCE Dupree Education Fund/NHE Scholarship? 2. Why are you interested in a career as faculty in Construction Management? 3. What would you like to be doing five years after graduation? I agree that the Board of Trustees of ACCE and/or representatives designated by the Board may use this application and all attachments for the purposes of scholarship evaluation and selection. If I am selected as a scholarship recipient, I agree, if requested, to be interviewed and give my permission for my photograph and comments to be used for marketing and promotion of ACCE. Signature Date

Leading in a VUCA world

Mark F. Sherwood, Senior Consultant FMI Corporation

Summary

The United States military coined the term VUCA to reflect the growing volatility, uncertainty, complexity and ambiguity of general conditions and situations. VUCA accurately describes the environment currently facing the construction industry. In times of increased volatility, uncertainty, complexity and ambiguity, leadership becomes more important than ever before. Leaders now and in the future will require a new set of capabilities and competencies to operate effectively in a VUCA world. This session will explore the unique challenges and opportunities that exist in this new environment and explore what leaders will need to succeed.

Takeaways from this session will include: A better understanding of how VUCA is impacting their business Clarity on the required competencies leaders must possess to operate in a VUCA

world The change leaders must effectively manage throughout the organization Guidance on how to prepare the next generation of leaders to lead in this new

business environment

Mark F. Sherwood Senior Consultant FMI Corporation Mark “Rusty” Sherwood is senior consultant with FMI’s Center for Strategic Leadership. Rusty is committed to building a better future for the global construction marketplace by developing exceptional leaders one at a time. He specializes in strategic thinking and the means and methods by which senior leaders and their teams develop the skills to lead enduring high-performance organizations. Rusty’s industry experience spans 29 years, including 14 years with McGraw-Hill Construction (MHC) as vice president leading national / global sales and business-development teams in the sale and adoption of business intelligence and analytic services. In 2004 he founded MHC’s strategic and emerging markets team, a group dedicated to serving domestic and international businesses within the A/E/C, finance, insurance, technology, equipment, job-site services, distribution, union and government agency markets. He founded and currently chairs the AEC Business Builders Forum, a market insight consortium of senior marketing and business development executives from national and global A/E/C firms, dedicated to identifying industry trends and best practices, and the tactics required by firms to adapt, compete and grow in dynamic market conditions. Prior to McGraw-Hill, Rusty spent 15 years developing and leading domestic and international business development and marketing strategy for numerous U.S. and foreign-based construction product manufacturers and wholesale distributors. He is a frequent speaker and featured keynoter on regional, national and international design and construction economics, industry and business-shaping trends, and the strategic implications of both, by market segment. Rusty’s past speaking clients have included Ernst & Young, SMPS, NAED, IMPACT, AGC, Verizon, NSCA, Skanska Building USA, CFMA & PPG, to name a few. His vast industry experience with national and global firms, combined with a fact-based approach to assessing external and internal business drivers, using in-depth market analytics, business intelligence and research methods, brings clients a seasoned, progressive approach to building organizations and teams with sustainable market competitiveness and unique industry position. Rusty earned his bachelor’s degree in marketing and international finance from the University of Southern California and his master of business administration from Pepperdine University.

Notes

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Afternoon Panel

IAB Best Practices from a Veteran IAB Member's Perspective (1:15 – 2:00 pm)

Speakers

Moderator: Dr. James Smith, PE, NAC, Professor and former head of the Department of Construction Science, Texas A & M University Panel: Auburn University: Drew Yantis / Senior Vice President, Holder Construction Company Clemson University: Doug Hunter / Senior Vice President, Holder Construction Company Louisiana State University: Brent Vaughn / Executive Director for CIAC (The Construction Industry Advisory Council) Purdue University: Paris Otremba / Manager, Human Resources and Professional Development, PCL Construction Services, Inc. Texas A & M University: Bob Flowers / Business Development Director, J.E. Dunn Construction

Summary

Section VII of the American Council for Construction Education (ACCE) standards and criteria requires that each construction program have an advisory committee. However, the standards are not detailed and prescriptive, leaving a lot to the interpretation of each program as they establish, maintain and evolve their advisory board.

We have assembled a panel of seasoned industry advisory board members representing five well-established Construction Management programs from various regions in the U.S. These individuals are prepared to share their hard-won experience and offer advice in the art and science of understanding and implementing best practices within a high-performance Industry Advisory Board.

For ease of reference, Section VII of the ACCE Standards is shown below.

Discussion Points

IAB Structure - Choosing Members Wisely Funding Issues and Solutions - Dues Structure - Other Revenue Sources - How Funds are Allocated

Creating & Maintaining a Strong Communications Platform - How Does the IAB Communicate its Activities and Accomplishments? - How Does the IAB Communicate with University Administration Above the Academic Program? Strategic Planning: How to Set Goals and Benchmark Progress - Do You Have a Formal Planning Process to Establish the Activities of Your IAB? - Do You Have a Strategic Plan? - Who Plans for IAB Meetings? Key Steps to Take When Creating an IAB - Creating a Defining Charter Document or By-Laws - Selecting and Recruiting Charter Members - Establishing Leadership Positions & Integrating Faculty

ACCE Standards, Section VII: Relations with Industry 7.1 Support from Industry Construction is a practice oriented profession. Therefore, it is imperative that an advisory committee, consisting of representatives from the construction industry, be actively involved in an advisory role for the construction program. The committee should meet at least once a year for the purpose of advising and assisting the development and enhancement of the program. Although the composition of the committee should change periodically, there should be provisions to ensure continuity. The composition of the committee should be representative of the potential employers of the graduates of the construction program. 7.2 Support for Industry There should be an active program of continuing education and research (where required by the institution) directly applicable to and in support of the construction industry. The construction program should maintain continuous liaison with the various constituencies it serves for the purpose of establishing educational and professional development activities for the construction industry. 7. 3 Student‐Industry Relations Communication and participation among faculty, students and the construction industry should be well documented through industry involvement such as field trips and speakers for student organizations. Students should actively participate in activities of construction related organizations, including associations and institutes. They should also work to obtain construction related experience through participation in internships and cooperative education programs. Students who are participating in courses via alternative delivery methods should actively participate in activities of construction related organizations, including associations and institutes in their local area. Construction-related work experience is equally important for students who are enrolled in online classes, or are participating in the program via distance education. Distance Students who participate in an alternative delivery method should have access to information about internships and cooperative education programs that may be within or outside their local area.

Panel Questions 1. Charter

a. What is the defining document for your IAB? Do you have a formal charter or by-laws? Where did this document come from and who developed it?

b. How frequently does this document change? 2. Planning

a. Do you have a formal planning process to plan the activities of your IAB? b. Do you have a strategic plan? If so, discuss briefly. c. Who does planning for your periodic meetings?

3. Membership

a. How many members are there in your IAB? Why? b. How are they selected and what is their term? c. Do you include owners, vendors, suppliers, etc?

4. Organization

a. How is your IAB organized? b. How are your IAB leadership positions determined? Terms? c. Do you integrate academic faculty into your organization?

5. Communication

a. How does your IAB communicate its activities and accomplishments? b. How does your IAB communicate with university administration above the academic program?

6. Dues

a. Does your IAB have a dues structure? If so, how much? b. What are your IAB dues used for?

7. Commitment

a. How do you promote and maintain IAB member commitment? 8. Ownership of IAB

a. Who “owns” your IAB? 9. Activities

a. How often does your IAB meet each year? b. How long are your typical meetings? c. What other activities does your IAB have?

10. Imperatives

a. If you had to list the three most imperatives for a successful IAB, what would they be?

Moderator

Dr. James Smith Professor and former Lead of the Department of Construction Science Texas A&M University

Jim Smith is a professor and former head of the Department of Construction Science at Texas A&M University. Smith joined the Texas A&M Department of Construction Science faculty in 1996, specializing in project acquisition, alternate delivery systems, design-build and public-private partnerships. He holds D. Engr. and M.S. degrees in civil engineering from Texas A&M University and a B.E.S. from Johns Hopkins University.

Prior to joining the Texas A&M faculty, Smith served for five years as vice president of the Civil Business Unit of Brown and Root Construction, where he was responsible for the acquisition of new business, the execution of infrastructure projects, and for the design and construction of transportation, water resource and building projects worldwide. He was directly responsible for strategic planning, marketing, business development and related activities with an annual revenue of $500 million and 2,500 employees.

From 1988-90, he served as president of the CRSS Commercial Group, where he was responsible for the firm’s architecture, infrastructure and project control/quality management work. From 1986-88, he was president of the CRSS Infrastructure Group, which was responsible for the firm’s public sector work, including defense, transportation and water resources.

Between 1975-85, Smith worked as a professional staff member of the United States Senate Committee for Armed Services, managing the Department of Defense Military Construction, where in 1985 alone more than 7000 projects were initiated in 1,500 locations for a total of $9.3 billion.

Smith has been active in the American Council of Construction Education (ACCE), in which he has chaired a number of visiting accreditation teams at universities across the nation. He also led a team that studied, re-engineered and re-aligned the organization.

He is currently co-authoring a series of papers on effective construction management teaching and program leadership. Throughout his career, he has earned numerous awards and has been, and remains, active in numerous professional and academic organizations including: the National Council for Public Private Partnerships, the Design Build Institute of America, and the American Institute of Constructors.

Panelists

Andrew C. Yantis, Jr. (Drew) Senior Vice President Holder Construction Company Drew has 25 years of experience providing Preconstruction and Construction Services with Holder Construction, focusing on Colleges and Universities. He is an active member of Holder’s Leadership Committee and was instrumental in establishing its Sustainable Services Committee. He is a LEED accredited professional and has been actively involved in over 20 LEED Certified and Registered Projects on University Campuses. In the past 20 years, Drew has provided leadership to project teams completing over $1 billion of successful construction projects. He received his BS in Building Construction from Auburn University in 1988 and is the past president of the Industry Advisory Council for the McWhorter School of Building Science at Auburn. He is a member of the Dean’s Advisory Council for the College of Architecture, Design, and Construction at Auburn University. In 2007 and 2011, Drew was recognized with the Distinguished Service Award for his support of the Department of Building Science at Auburn University. He is a trained Visiting Team Member for accreditation visits with the American Council for Construction Education. He is also active in the Society for College and University Planning ( SCUP ), the Association of Higher Education Facilities Officers ( APPA ), the National Association of College and University Business Officers ( NACUBO ) and The Construction Owner’s Association of America (COAA).

Doug Hunter Senior Vice President Holder Construction Company Doug is Senior Vice President of Holder Construction Company, a national construction services firm with experience in 25 states and offices in Atlanta, Charlotte, Dallas, Phoenix, and Washington, D.C. Holder is consistently ranked by ENR as one of the nation's leading contractors in Construction Management. Doug has 24 years of construction experience and leads Holder Construction’s preconstruction services department. He has led the preconstruction efforts on over 150 projects encompassing all of Holder’s core markets. These projects are valued at over $5.2 billion. Doug’s clients include Cox Communications, Emory University, The Weather Channel, WSB-TV, Hartsfield-Jackson International Airport, Automatic Data Processing (ADP), Hines, Delta Airlines, Devon Energy, USAA, State Farm Insurance, and Nationwide Insurance. Doug received a B.S. in Civil Engineering from the University of Central Florida. He is LEED Accredited by the United States Green Building Council. Doug currently serves on the AGC of Georgia Board of Directors, is an Industry Advisory Board member and a member of the School of Construction Science Executive Committee at Clemson University. In addition, Doug has served as the past Director of the Construction Education Foundation of Georgia (CEFGA).

Brent Vaughn Executive Director The Construction Industry Advisory Council Louisiana State University Brent Vaughn has been the Executive Director for CIAC (The Construction Industry Advisory Council) at Louisiana State University since 2008. He manages day to day operations working with Construction Industry leaders, LSU CM Faculty, and LSU CM Students. His background is Human Resources / Personnel in the Construction Industry for 12 years and managing Non-Profit organization for additional 10 years.

Paris P. Otremba, PHR Manager, Human Resources and Professional Development PCL Construction Services, Inc. - Minneapolis Paris began with PCL Construction Services, Inc. in 2008 as the Manager of Human Resources and Professional Development for the Minneapolis District. Since 2008 Paris has been a member of the Construction Advisory Council for Purdue University and the Engineering Management and Technology Advisory Council for South Dakota State University. She is also an active advisory member of several non-profit construction training programs in the Minneapolis/St.Paul area. Additionally, Paris serves as the Vice Chairwoman of the Board for the ACE Mentor Program of the Twin Cities. Paris holds a PHR (Professional in Human Resources) and received a Human Resources Generalist Certificate from the University of Minnesota in 2010. She also holds a B.A. in Communications from the University of North Dakota. Paris is a current member of the Society for Human Resource Management.

Bob Flowers Vice President and Director of Business Development JE Dunn Houston Born and raised in San Antonio, Texas, Bob has lived in Houston since graduating from Texas A & M University in May 1981 with a Bachelor of Science degree in Building Construction. Bob’s construction career began with Linbeck Construction Company in June 1981. Since 1987, he has focused primarily on healthcare construction as both contractor and owner. In 1993, Bob began a 10 - year tenure as the director of Architecture and Construction for the Memorial Hermann Healthcare System. There he managed a $300 million building program. Bob joined JE Dunn’s Houston team in 2003 to help further their regional healthcare business. In addition to healthcare, he now pursues faith – based work with both church and private school projects. Bob and Pam, his wife of 29 years, are the proud parents of Thomas (27), Caitlyn (24) and Haley (20). In addition to hunting and fishing anywhere at any time, Bob enjoys traveling, reading about Texas and American history and looks forward to completing the restoration of his 1982 Jeep Scrambler.

Accredited Construction Management Programs “At a Glance”

Institution Name: Auburn University

Item # Notes

Institution Founded (Year) 1856 As East Alabama Male College Construction Management Program Established (Year) 1944/45 Auburn’s Building Construction

Program is most likely the oldest continuous degree program in the US.

ACCE Accreditation Received (Year) 1980 Other Accrediting Bodies? (list, if applicable) Current Number of Students Undergraduate 347 Graduate 38 Faculty Tenure-Track 3 Tenured 14 Adjunct Faculty / Instructors 3 Other Degrees Offered: Associate of Science Bachelor of Science 1 Building Construction Masters of Science 3 Master of Building Construction,

Master of Building Construction – Executive Distance program for Army Corp of Engineers, Master of Integrated Design and Construction

Ph.D. Others (certificate program, minor, on-line, etc.): 1 12 credit hour graduate

certificate program for ACOE Industry Advisory Board or Council Created (Year) 1992? Written By-Laws (Yes or No) Yes Current Number of Board Members 27 Board Members’ Primary Industry Affiliation (Indicate #’s): Construction 26 Architecture 1 Engineering State Agency Trade Association Supplier Construction Law Others (list)

IAB Term of Service 3 Number of IAB Meetings Per Year 2 Do IAB Members Pay Dues? (If yes, list $ amount) No IAB Member Locations (Indicate #’s): Within reasonable driving distance 25 Out of State/Region 2

The McWhorter School of Building Science (BSCI) at Auburn University is one of the premier construction education institutions in the United States. The four-year undergraduate degree in Building Construction first appears in the catalog for 1944-45 session of the Alabama Polytechnic Institute. This degree was first offered in the Department of Building Technology within the College of Architecture an is most likely the oldest Building Construction degree in the United States.

The school is an active member of the Associated Schools of Construction (ASC) and is fully accredited by the American Council for Construction Education (ACCE). Auburn Building Science faculty play significant leadership roles in both of these organizations.

The construction industry and BSCI alumni are extremely supportive of the school and its activities. The school has a unique Construction Industry Fund supported by Alabama contractor’s licensing fees (since 1992). The Fund supports research for the construction industry, program enhancement, faculty development and continuing education. Substantial recurring funds have been committed to support the school in its mission to deliver the highest quality construction education. The LEED® Gold, M. Miller Gorrie Center (Building Science Facility) became a reality as a result of industry and alumni generosity and leadership.

The school is a leader in exploring Information Technology applications in construction and construction education, working with industry leaders in seeking solutions to construction industry challenges, creating collaborative opportunities between disciplines, and maintaining outreach activities and providing study abroad opportunities for faculty and students. A BIM lab was recently established to provide an interactive virtual teaching and learning environment for faculty and students.

The school maintains an active study abroad program for undergraduate and graduate students. This program helps our students have an awareness of construction on a global scale while exposing them to other cultures. Approximately 25% of our students gain an international experience before they graduate .

The school has a 36,000 state-of-the-art, LEED Gold building completed in 2006 that provides a progressive learning environment for faculty and students to explore solutions to challenges facing the construction industry. This building includes multimedia classrooms, a BIM lab, computer labs, and a hands-on projects demonstration lab. The School also has a two-acre Outdoor Field Lab on campus. The lab facilitates both instruction and research. The area is currently used for lab-based activities in concrete construction, temporary structures, steel structures, commercial framing, soils, and safety. The area is also currently used for research on pervious concrete and geothermal heating and cooling.


Institution Name: Clemson University

Item # Notes

Institution Founded (Year) 1893 Construction Management Program Established (Year) 1963 ACCE Accreditation Received (Year) 2006 Latest one Other Accrediting Bodies? (list, if applicable) NA Current Number of Students Undergraduate 146 Graduate 24 Faculty Tenure-Track 1 Tenured 5 Adjunct Faculty / Instructors 2 Other Degrees Offered: Associate of Science Bachelor of Science X Masters of Science x Ph.D. Others (certificate program, minor, on-line, etc.): Industry Advisory Board or Council Created (Year) 1966 Written By-Laws (Yes or No) yes Current Number of Board Members 45 Board Members’ Primary Industry Affiliation (Indicate #’s): Construction 44 Architecture 1 Engineering State Agency Trade Association Supplier Construction Law Others (list) IAB Term of Service 4 Number of IAB Meetings Per Year 2 Do IAB Members Pay Dues? (If yes, list $ amount) No IAB Member Locations (Indicate #’s): Within reasonable driving distance 42 Out of State/Region 3


Institution Name: LSU – Department of Construction Management

Item # Notes

Institution Founded (Year) 1860 Construction Management Program Established (Year) 1972 ACCE Accreditation Received (Year) 1982 Other Accrediting Bodies? (list, if applicable) Current Number of Students 448 Undergraduate 423 Graduate 25 Faculty Tenure-Track 2 Tenured 4 Adjunct Faculty / Instructors 6 Other Degrees Offered: Associate of Science Bachelor of Science 1 Masters of Science 1 Ph.D. 1 Others (certificate program, minor, on-line, etc.): 2 MS ONLINE (spring 2013) “Leveling” Program (Spring

2013) Unofficially named Industry Advisory Board or Council Created (Year) 1997 Written By-Laws (Yes or No) Yes Current Number of Board Members 20 Board Members’ Primary Industry Affiliation (Indicate #’s): Construction 20 Architecture Engineering State Agency Trade Association Supplier Construction Law Others (list) IAB Term of Service 1 year Number of IAB Meetings Per Year 7 Sub committees ( 3 ) each meet

8 times a year Do IAB Members Pay Dues? (If yes, list $ amount) $1000 IAB Member Locations (Indicate #’s): Within reasonable driving distance 150 Out of State/Region 6


Institution Name: Purdue University Department of Building Construction Management

Item # Notes

Institution Founded (Year) 1862 Construction Management Program Established (Year) 1964 ACCE Accreditation Received (Year) 1979 Other Accrediting Bodies? (list, if applicable)

Current Number of Students

Undergraduate 362 Graduate 42 24 Distance Master, 5 Doctoral,

13 Resident Master Faculty 16

Tenure-Track 2 Tenured 10 Adjunct Faculty / Instructors Other 4 Assistant Clinical Professors

Degrees Offered: Associate of Science Bachelor of Science yes Masters of Science yes Ph.D. yes Technology (BCM Area of

Specialization) Others (certificate program, minor, on-line, etc.): yes minor

Industry Advisory Board or Council Created (Year) 1995 Written By-Laws (Yes or No) yes Current Number of Board Members 38 Board Members’ Primary Industry Affiliation (Indicate #’s):

Construction 38 Architecture Engineering State Agency Trade Association Supplier Construction Law Others (list)

IAB Term of Service Number of IAB Meetings Per Year 2 Do IAB Members Pay Dues? (If yes, list $ amount) $2750.00 Fiscal Year

IAB Member Locations (Indicate #’s): Within reasonable driving distance 25 Out of State/Region 13


Institution Name: Texas A&M University, Construction Science Department

Item # Notes

Institution Founded (Year) 1876 Construction Management Program Established (Year) 1947 ACCE Accreditation Received (Year) 1978 Other Accrediting Bodies? (list, if applicable) 2012 ACCE Masters Degree accredited Current Number of Students Undergraduate 600 Graduate 60 Faculty Tenure-Track 5 Tenured 14 Adjunct Faculty / Instructors 12 Other Degrees Offered: Associate of Science 0 Bachelor of Science 1 Masters of Science 1 Ph.D. 1 Through Dept. of Architecture Others (certificate program, minor, on-line, etc.): 1 Facility Management Industry Advisory Board or Council Created (Year) 1998 Written By-Laws (Yes or No) Yes Current Number of Board Members 100 Board Members’ Primary Industry Affiliation (Indicate #’s): Construction 92 Architecture Engineering State Agency Trade Association 4 Supplier Construction Law 1 Others (list) 3 Owners IAB Term of Service 2 Number of IAB Meetings Per Year 3 Do IAB Members Pay Dues? (If yes, list $ amount) Yes $2500 per year IAB Member Locations (Indicate #’s): Within reasonable driving distance 100 Offices within Texas Out of State/Region

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Round Table Session 2 (2:15 – 3:00 am)

Seed Questions:

IAB Best Practices from the Perspective of a Veteran IAB Member

1. In your by-laws do you have criteria for membership on your IAB, if not how do you recruit members?

2. Funding is on ongoing issue for both IAB’s and academic programs. How does your IAB address

funding issues?

3. How do you maintain a strong communications platform among stakeholders of your Construction Management program?

4. How does your IAB set goals and benchmark progress?

5. Does your IAB have a 5-year plan (or strategic plan)?

Notes

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Round Table Process

1. Select a person on your team that will serve as the scribe/spokesperson.

2. Brainstorm with the complete team to develop answers to the seed questions.

3. The scribe/spokesperson should write these down using the form provided.

4. The scribe/ spokesperson will be asked to provide a brief summary of the answers

provided by the team.

5. The scribe/spokesperson will give the form to one of the facilitators at the end of

the session.

Guidelines for Facilitators

• Be a neutral servant of the group. Treat all ideas with equal respect.

• Help the group to stay on productive course. Avoid lengthy discussion on one idea.

• Be a progress advocate. Keep things moving.

• Encourage all members of the group to participate. Ask direct questions of specific

members to draw them out.

• Focus on tangible, helpful ideas that the attendees can reflect upon and perhaps

implement at their IABs.

Rev. Nov. 2011

I.Initial Training

II.MIT Visit

Advanced Training + Case Studies

Training Requirements for Visiting Team Members and Chairs

Held at all ACCE Mid‐year and Annual Meetings for all new visitors. Training is good for 3 years.

After completing Initial Training, you will participate on a team visit as a Member‐in‐Training.

Held at both ACCE Mid‐year and Annual Meetings. Required AFTER everyone completing an MIT Visit, BEFORE being a full VT member.


III.Advanced Training + Case Studies

IV.Full Member

V.Chair with 3 full member visits

VI.Chair Training + Case Studies

Held only at the Annual Meeting. Required of all newly qualified chairs, prior to chairing a Team. ALL CHAIRS MUST RETRAIN EVERY 3 YEARS.

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Also for all Full Members needing to retrain. MUST include the Case study segment.

Partipation in Team visits as a Full member. MUST RETRAIN EVERY 3 YEARS

All full members who have participated as such on 3 Visiting Teams become eligible to participate as Chairs.

Visiting Team Member Training Session (Excerpts)

I. Purpose

This training workbook provides the necessary documentation, participant handouts and training materials to those participating in a visiting team member training session for the American Council For Construction Education (ACCE). To become a qualified visiting team member, a person must first participate in two training‐related experiences. First, he/she must participate in a visiting team member training session conducted by a qualified trainer of ACCE. Following this, the person must serve on a visiting team as a member‐in‐training. The purpose of this training session is to meet the first requirement.

II. Introduction

ACCE is a private, non‐profit corporation supported by the public and private sectors of the construction community. Accreditation of construction education programs helps to ensure that students receive quality professional education and to identify those educational institutions offering professional baccalaureate and associate degree programs in construction education that meet the needs of society. Recognizing the construction profession’s significant responsibilities to the general public and its effect on society, accreditation enhances the quality of construction by:

Establishing minimum criteria for post secondary construction education programs which will aid educational institutions in developing quality programs within their resources and operating conditions that respond to the needs of the construction profession,

Recognizing construction education programs that meet standards of competence warranting public and professional confidence,

Encouraging education institutions to maintain academic curricula, instruction and learning experiences, and research relevant to the needs of the construction profession, construction industry, and the general public through interchange of ideas and continuous self‐evaluation of construction education programs,

Providing the profession with individuals who have been graduated from courses of study designed to prepare them to work toward responsible professional positions in the construction industry,


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Fostering national unity in construction education and construction practice; relating education to practice for the mutual benefit of both the construction industry and society, and

Encouraging representatives from construction education, practitioners, and the general public to share in discussions and resolution of problems related to the preservation and advancement of standards for construction education.

To this end, ACCE was founded to accredit postsecondary construction education programs. The mission of ACCE is to be a leading global advocate of quality construction education; and to promote, support, and accredit quality construction education programs. To accomplish its mission, ACCE has the following goals:

To promote and improve construction education and research;

To engage in accrediting construction education programs;

To maintain procedures consistent with policies and procedures established by other accreditation agencies to which the corporation may belong;

To publish current information concerning criteria and procedures adopted by the corporation for accrediting;

To report the result of its activities;

To list the programs of study in construction which have or are seeking, accreditation;

To review, at regular intervals, the criteria which the corporation has adopted to evaluate programs in construction education; and

To do any and all things necessary to carry out the functions and conduct the business of the corporation as authorized by law.

III. The Accreditation Process

An institution having a construction education program that wishes to become accredited by ACCE makes application by filing ACCE Document 101, Appendix A, Form A‐1, application for candidate status and/or an accreditation review, along with five copies each of the institution catalog, construction curriculum and course descriptions, construction program mission and goals, a syllabus for each course taught by the construction unit and resumes of all faculty members assigned to the construction program. The application must be signed by the program director, the next higher administrative officer (i.e., dean of the college), and the chief executive officer of the institution. The completed form A‐1 and accompanying materials, along with the initial accreditation fee, are submitted to the executive vice president. A. Becoming a Candidate for Accreditation

The recommendation can be one of the following:

1. Candidate Status (with a Preliminary Self‐Evaluation Study)

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If, as determined by the screening committee, the institution has a viable construction program that is not ready for an accreditation review in that it does not adequately comply with ACCE Standards and Criteria, but appears able to complete the full accreditation process within five years, the recommendation will be for candidate status with a preliminary self‐evaluation study. If the president concurs with the recommendation, the institution is notified by the executive vice president.

2. Candidate Status (with a Full Self‐Evaluation Study)

If, as determined by the screening committee, the construction program is ready for an accreditation review in that it appears to meet ACCE Standards and Criteria and at least one class will have graduated by the time of the required on‐site visit, the recommendation will be for candidate status with a full self‐evaluation study. If the president concurs with the recommendation, the institution is notified by the executive vice president.

3. Candidate Status not Granted

If, as determined by the screening committee, the program does not appear to be able to be brought into compliance with the ACCE Standards and Criteria within a five year period, the recommendation will be for denial of candidate status. If the president concurs with the recommendation, the chief executive officer of the institution is notified by the executive vice president with the reasons for the decision and is given a copy of the appeals procedure. The institution then may request reconsideration for cause or withdraw its application and make new application at such time that the deficiencies have been corrected.

B. Mentors

Programs which have been accepted into candidate status are required to have a mentor. The purpose of ACCE’s mentoring program is to provide to the program and to ACCE, a contact person (mentor) from ACCE who is knowledgeable about ACCE’s policies and procedures. The mentor will be available to assist the program in an informal manner in preparing for accreditation Full details regarding the ACCE mentoring program are provided in ACCE Document 100, Policies Manual.

C. Accreditation procedures following acceptance into candidate status:

1. With a Preliminary Self‐Evaluation Study

The institution receives ACCE Document 102p, Manual for Preparation of the Preliminary Self‐Evaluation Study and Program Guidance Procedures, and ACCE Document 102, Manual for Preparation of the Self‐Evaluation Study. Document 102p indicates those parts of Document 102 to be included in the Preliminary Self‐Evaluation Study.

Three copies of the Preliminary Self‐Evaluation Study along with three copies of the institution catalog and one copy of the approved Form A‐1 must be filed with ACCE within the first year of candidacy. The Preliminary Self‐Evaluation Study will be analyzed by the members of the ACCE Guidance Committee the institution will be provided with

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a guidance report indicating the steps felt to be necessary to bring the program into compliance with Document 103, Standards and Criteria for Accreditation of Postsecondary Construction Education Degree Programs.

If the analysis by the guidance committee indicates that the program is sufficiently developed to receive an on‐site visit or when the institution has taken the recommended actions to bring the program into compliance with ACCE Standards and Criteria, the institution will be asked to complete the Full Self‐Evaluation Study as required in Document 102 and submit three copies to the executive vice president.

At this time, the report evaluation process becomes the province of the accreditation committee, as outlined in paragraph 2.

2. With a Full Self‐Evaluation Study

The institution receives Document 102, Manual for Preparation of the Self‐Evaluation Study, which provides both a recommended outline of the information that needs to be developed in a Full Self‐Evaluation Study and a format for the study.

Upon its completion, the institution submits four copies of the Self‐Evaluation Study along with four copies of the institution catalogue and the current Form A‐1 to the executive vice president of ACCE. A copy of the materials will be provided to the chair and vice chairs of the ACCE Accreditation Committee. These individuals review the documents and make their recommendations independently to the president for or against proceeding with the required on‐site visit.

If the recommendation is to proceed with the visit and the president concurs, the institution will be notified and required to submit additional copies of the Self‐Evaluation Study, and the balance of required fees.

When the Self‐Evaluation Study in the correct number are received and the required fees paid, the executive vice president, if he has not already done so, selects the chairperson for the visiting team and the remaining members of the team.

The visiting team is the pivotal part of the accreditation process as is the role of the individual visiting team members. The purpose of this paper is to present the highlights of the make‐up of the visiting team and their activities.

D. The Visiting Team

1. Composition

a. Three members: an educator, a practitioner, and, if possible, a public interest member; one of whom is selected as the team chairperson, generally the educator, and who has completed three visits and a chairperson training session

b. One of more members‐in‐training

c. An industry observer

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2. Visitor Qualifications

a. Completed classroom training

b. Participated as a member‐in‐training

c. Completed application and listed on ACCE register of visitors

d. Educator members:

i. Degree in a construction related discipline

ii. Construction education experience

iii. Construction management experience

e. Practitioner Members:

i. Knowledge of higher education

ii. Middle management or higher construction experience

iii. Degree in construction related discipline preferred

f. Public Interest Members:

i. Knowledge of higher education

ii. Baccalaureate or associate degree

iii. Knowledge of the construction industry

3. Team Selection

Upon receipt of the correct number of self‐evaluation studies from the institution, the executive vice president will select a visiting team chairperson and the remaining members of the team. This list of names is submitted to the institution for concurrence. Upon concurrence of the institution, the team chair and members are notified.

4. Preparation for the Visit

Once selected to be a team member, that person is expected to become thoroughly familiar with the content of the Self‐Evaluation Study, a copy of which is provided well in advance of the visit. In addition, the team member should be fully familiar with Document 103, Standards and Criteria for Accreditation of Postsecondary Construction Education Degree Programs; Document 101, Accreditation Manual; and the Construction Program Evaluation Worksheet. In addition to the above information, a team member selected for a renewal of accreditation visit will also receive copies of past visiting team reports, any progress reports submitted by the program and other available information. Each member of the team should, after review of the materials, prepare a listing of questions or areas of concern regarding the program areas which they would like answered before the visit or regarding which they will need to have answered during the conduct of the visit.

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The member will make his/her own travel arrangements and should, whenever possible, take advantage of discount air fares. Finally, the visiting team member should review the schedule of events for the visit which will have been developed by the team chairperson in conjunction with the administrator of the program being visited. Each team participant should clear their calendar for the period of the visit.

E. The Visit

1. Purpose of the Visit

a. Substantiate content of the self‐evaluation;

b. Assess factors that cannot be documented in the Self‐Study, such as attitude and motivation of the students, the general instructor and student morale, administrative and faculty commitment, and facilities and services; and

c. Inspect instructional materials and student work.

2. Major Considerations Regarding Accreditation

a. Accreditation is voluntary

b. Institutions have little reason to participate unless the accreditation provides a service

3. General Principles and Areas of Emphasis

a. It is essential to remember programs do not exist in order to be accredited, rather, accreditation exists in order to help programs fulfill educational missions and objectives.

b. The purpose of the visit is to establish that construction programs are beyond thresholds of acceptability, however, the larger purpose is to generate a process of continuous analysis and improvement.

c. Every aspect of the accreditation activity must be conducted in a manner that maintains focus on intellectual, educational and associated resource issues important to the program and administration.

d. ACCE accreditation activity must be conducted by actions which demonstrate trust, respect, professionalism, and an attitude of service.

e. Communication throughout the accreditation process must be logical, coherent, professional, and referenced to ACCE standards and criteria in all aspects.

f. Clear distinctions must be made during the accreditation process between what is necessary for compliance (weakness), what is recommended for program consideration to preclude non‐compliance (concern), and suggestions of potential areas for program betterment (undeveloped potential).

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4. Team Responsibilities During the Visit

The actual visit is a demanding and thought provoking experience. Some of the general items to be kept in mind are:

a. Conduct oneself professionally at all times.

b. Eliminate distractions.

c. Be on time for all meetings.

d. Be courteous, polite, and cooperative.

e. Be constructive in critiques.

5. Specific Items for Consideration by Each Team Member Include:

a. A visitor should never attempt to judge a program based on any personal opinions or pre‐conceived notions, nor on approaches used in his/her own institution or his/her alma mater. Refrain from saying "this is how we do it at‐‐."

b. Care must be taken to work as a team under ACCE published standards and avoid reaction to personal agendas.

c. The visiting team must employ a supportive approach which conducts the review based on an in‐depth understanding of the program, its mission, objectives, and achievements.

d. It is essential that each visiting team member remember that each program is responsible for defining its own mission and objectives and to which ACCE standards are then applied.

e. It is also essential that visiting team members avoid being more or less severe in evaluation of candidate programs undergoing initial accreditation than of programs undergoing renewal of accreditation.

f. It is important to note that no member of a visiting team is authorized to make any comments regarding his/her recommendations or that of the team except through ACCE channels. The institution is not to be informed by any member of the visiting team or the accreditation committee of the recommendation for or against accreditation.

6. Responsibilities of Individual Team Members

Each team member will be given specific tasks. These will ideally be assigned prior to making the visit, and be finalized at an executive session of the visiting team the night before the first day of the visit. The role of the member‐in‐training is to solely observe the process and take direction from the team chair.

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7. Visitation Schedule (Document 101)

Saturday Arrival on Saturday afternoon

Team meeting

Sunday Meet with program administrator

Tour campus and program facilities

Begin review of curriculum materials and student work

Dinner meeting with faculty or industry advisory committee

Monday

Meet with institution CEO or representative

Meet with academic administrators, faculty, etc

Visit support facilities, meet with administrators

Meet with students

Continue review of curriculum materials and student work

Dinner meeting with industry advisory committee and graduates (if not done on Sunday evening)

Begin drafting of visiting team report

Develop areas of inquiry for Tuesday

Tuesday Complete interviews with faculty and administrators

Answer any unresolved questions

Identify strengths, weaknesses, concerns and undeveloped potentials.

If possible, finish preliminary report

Exit interview with institution CEO or representative, including: o an objective analysis of team findings o strengths, weaknesses, concerns and undeveloped potentials o answers to any questions from the CEO on factual findings o provide information on procedures and timelines

Complete ACCE Form A‐15, Travel Expense Voucher

Depart for home in time to arrive on Tuesday evening

8. Conduct of the Visit

The visit will be conducted in accordance with procedures as stated in Document 101, Accreditation Manual. The construction program evaluation worksheet should be used by each team member to record data and information collected during the visit for their use in preparing a comprehensive visiting team report.

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9. Points about the Program to be Considered by the Team Member

As noted earlier, each visiting team member will be responsible for looking at specific areas of the program. Depending on the area he/she is reviewing, the member can apply the appropriate points which follow. They have been organized under each of the major ACCE review headings as they appear in Document 103.

Organization and Administration

Identify the formal organization hierarchy

How is the program administered?

Evaluate the administrator's qualifications

Evaluate the administrator's authority and responsibility

Is the program an identifiable academic unit on campus?

How is the overall program monitored and evaluated?

How are curriculum revisions and other departmental (program) matters handled?

Are there formal departmental policies and procedures?

How are the faculty and students involved in decision making within the department?

Budget and Financial Management

Is there adequate program funding?

Are the sources of funding clearly identifiable?

Are the funding sources realistic and stable?

How does the funding compare with other instructional units on campus?

What is the rationale for allocation of funds within the college/school?

How are department (program) travel funds allocated?

Is the program's budget (revenues and expenses) sound?

Curriculum

Evaluate curriculum consistency with program's stated goals and objectives

Make a quantitative analysis of curriculum content relative to ACCE minimum requirements for each category

Make a qualitative analysis of curriculum content relative to ACCE requirements for core subject content within each category including

Is all topical) content included in the curriculum? (no quantitative measure is applied to topical content)

Are materials being taught current?

Note textbook age, relativity to course and quality

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Note sequencing of courses within the curriculum

Are laboratories and lectures coordinated?

Are there current course outlines for all courses?

Do a qualitative analysis of the science, mathematics, social science, communication courses and other supporting discipline courses to the maximum extent possible

Are adequate materials available for qualitative analysis?

Latitude permitted in the choice of free electives

Do the courses offered by supporting disciplines enhance the inter‐disciplinary nature of construction?

Faculty

Evaluate faculty academic qualifications, professional experience, competence, pursuit of scholarly and creative activities and performance

Is the program faculty well‐balanced in terms of background and education relative to courses being taught?

Identify and evaluate the formal faculty development program

Identify and evaluate faculty consulting policies and assess faculty activities in relation to these policies

Are faculty policies on hiring, evaluation, tenure, and promotion clear and accepted?

Evaluate faculty morale, attitudes, and collegiality

Evaluate faculty teaching loads both within the program and institution wide

Evaluate numbers and assignments of part‐time faculty members

Evaluate faculty salaries in relation to other faculty members on campus and in similar programs within the geographic region

Evaluate involvement of faculty in university, college, department, professional society and community activities

Evaluate the accessibility of faculty to students

Identify formal faculty evaluation procedures

Evaluate the faculty's use of campus libraries, computers, and other resources in instruction and student assignments

Students

Are the academic qualifications of students admitted into the program comparative with other areas of the institution and are they directed at successful completion of the curriculum?

Are the academic qualifications of entering students appropriate to the requirements for construction education?

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Are there any restraints on admission of students into the program?

Evaluate morale and attitudes

Are students aware of and familiar with the program’s mission statement, goals, and objectives?

Evaluate level of accomplishment and competence

Evaluate students' level of involvement in campus, college, and program activities

Identify program student organizations. Is there adequate student representation in those organizations?

How is student advising done? Is it adequate?

Does a formal system exist for tracking student progress before and after graduation?

Are scholarships and summer employment available?

Are the graduates surveyed on a regular basis?

Are graduates taking jobs for which they were educated?

Identify starting salaries

Review quantitative student data such as enrollment by year, number of graduates each year, etc

Facilities and Services

Identify and evaluate size and location of classrooms, laboratories, offices, and storage space

Is the physical environment conducive to learning?

Are the spaces well maintained?

Do the program's students use the library?

Does the library contain a sufficient number of books, journals, and other reference materials relating to construction?

Does the program receive its fair share of library purchases?

Identify and evaluate the existence and use of computer facilities

Identify and evaluate the existence and use of audio‐visual instructional equipment

Supporting Disciplines/Services

Are students provided the opportunity to take courses in other disciplines at the upper division level of their program?

Is there cooperation among the staff of the different departments?

Is there a career placement center and to what extent do the students use it?

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Is the placement center adequately familiar with construction as a profession?

Is the admissions office aware of the program?

What is the level of institution recruitment for the program?

Is there a counseling and testing center and to what extent do the students use it?

Are counseling personnel aware of the program and the opportunities in the profession of construction?

Identify the program staff support. Is it adequate?

Relationship with Industry

Is there a formal industry advisory committee for the program?

What is the level of the industry advisory committee relationship with the program?

Evaluate strength of relationships

Identify how industry supports the program

Evaluate industry‐student relationships

Identify how the program assists industry

Are faculty involved in providing seminars to industry representatives?

Are students hired by local industry?

What are the attitudes of representatives of local industry toward the program, its faculty, students, and staff?

Relations with the General Public

Does the institution accurately publish the objectives of the program, admission requirements and other information supporting claims made by the program?

Program Quality and Outcome Assessment

Does the construction education program have an academic quality plan which includes a mission statement, program goals, and measurable objectives?

Are the goals and objectives realistic and attainable?

Does the program reflect the stated goals and objectives?

Do the goals and objectives reflect ACCE standards and criteria?

Are all who are involved with the program knowledgeable and supportive of the goals and objectives?

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Does the academic quality plan identify the process(s) used for assessment input obtained from all program constituents, such as students, graduates, employers, faculty, and administration?

Does the program have a systematic means for collecting, quantifying, and analyzing data relative to program objectives; development of conclusions based on the data collected; and program modifications, if indicated?

Have program changes been made on the basis of information collected by the assessment process?

10. Persons Interviewed

There are many persons who will be interviewed by the team. Some of these are employed by the institution and others by off‐campus organizations. Those on campus will include:

Administrators of the construction unit, the college or school, and the institution

Faculty of the unit, college or school, and departments on campus in which the unit's students take courses, such as business, etc

Directors of placement, testing, counseling, library, computer center, admissions, and others

Students in the program

Those off‐campus will include:

Industry advisory committee members

Graduates of the program

Employers of the graduates

Insure that you have the correct spelling of the full name of each person interviewed in addition to their correct job title.

F. After the Visit

On the afternoon of the last day of the visit, prior to the exit meeting with the appropriate institution administrators, a team executive meeting is held. The purpose of this meeting is to finalize the strengths, weaknesses, concerns and undeveloped potentials of the program to be presented to the CEO and, if time permits, to begin preparation of the visiting team report.

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Other Actions After the Visit Include:

Completion of Form A‐15, Travel Expense Voucher (submitted to team chair)

Completion of Form A‐10, Team Member Assessment of the Performance of the Visiting Team Chair (submitted to ACCE executive vice president)

Development and Transmittal of Visiting Team Report:

o The format for preparation of the visiting team report is provided in Form a‐3, Guide for Preparation of a Visiting Team Report.

o At the meeting to determine the information to be presented to the CEO, the

methodology of how the report will be written is agreed upon, if it was not previously determined. Different team chairs utilize different means of report preparation. The report can be written entirely by the team chair and a draft sent to each team member for review and comments. Other team chairs will divide up the responsibility of preparing specific sections of the report and submitting the draft of the report to the chair, who compiles it and sends it to all members for review and comments.

o After the team members have reviewed and returned their comments to the chair,

along with their recommendation for or against accreditation, the team chair will prepare a final version of the report. The report is then sent to the ACCE executive vice president and the chair of the accreditation committee for review of any errors and for comment regarding compliance of the report with ACCE standards and criteria. The report is then revised accordingly by the team chair, returned to the executive vice president for submission by the president of ACCE to the CEO of the institution and the program's administrator for an opportunity to respond to factual findings of the team and, if desired, to actions being taken with regard to the weaknesses and concerns specified.

o Any response received from the institution is then incorporated into the visiting

team report and sent to the ACCE office for copying and transmittal to the accreditation committee for their review and comment. Their recommendation is then sent on to the board of trustees for final action.

G. Summary

A member of a visiting team is a critical part of the accreditation process; therefore, the better trained the person is the more effective he/she will be in making a visit. This document has presented the highlights of a visiting team training session and is the initial step in training to become a qualified accreditation team visitor. However, training doesn't stop with the understanding of the material presented herein. With every visit, experience is gained which will result in a more effective visiting team member. Each person, who is qualified, who files an application and is appropriately trained, will be placed on ACCE’s Register of Visitors.

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The Council holds two meetings every year. All meetings are open to everyone in-terested in providing excellence in education for Construction Management students at our programs. Your involvement at the local level is so important to our programs,

but we need your input on the national level also.

ACCE Annual MeetingJuly 24-27, 2013

Hartford, Connecticut

Marriott HartfordDowntown

ACCE Mid Year MeetingFebruary 19-22, 2014

Tampa, Florida

Wyndham TampaWestshore Hotel

We hope to see you there!

Documents

1 - Cover Sheet 2 - American Council for Construction€¦ · Best Practices Event. Event Information - IAB Best Practices Agenda - List of Attendees ... STRUCTURAL STEEL ERECTION